This paper aims at determining the reasons why customers prefer to buy wine online or offline, the first comprising both mobile-commerce (m-commerce) and e-commerce platforms. In particular, this research strives to understand effects of social influence and enjoyment on the intention to purchase wine from online and offline touchpoints. Moreover, the goal is to find out about the differences in the behaviour of French wine buyers and explain the choice of channel buyers prefer to use when they purchase wine.

To answer our research questions, data was collected through an online questionnaire. A theoretical model is suggested and tested by the use of SmartPLS3. Online and offline buyers are compared using multi-group analysis (MGA) technique. Wine buyers are compared by the use of one-way ANOVA through SPSS 19.

To date no paper has examined the differences between shopping behaviour in a retail store or on e-commerce or m-commerce platforms considering perceived enjoyment and social influence constructs. Hence, this contribution brings to the fore preliminary results on wine shopping behaviour and reveals what drives consumers to make a decision in favour of buying wine online or offline.

The results show that fun and social influence affect intention to buy wine from offline touchpoints. Enjoyment also strongly and significantly affects the intention to buy wine from online touchpoints.

This paper examines the impact of digital platforms on the development of industrial companies, their role for the development and formation of sustainable competitive advantages by industrial enterprises. It is investigated how digital platforms affect efficiency and what negative network effects industrial companies experience. As a method of empirical research, the case method of eight Russian industrial companies is used, the number of which varies from 38 to 996 people. All the industrial companies included in the sample have been working on digital platforms for more than 5 years. The results of the study were the conclusions that digital platforms are used as an opportunity to enter foreign markets only by small industrial companies, large and medium-sized companies use other sources of internationalisation; digital platforms are not used as a source of innovative development. Digital platforms serve as an ecosystem to create a better offer for customers. Digital platforms are also a source of sustainable competitive advantages due to the formation of relationships with partners and obtaining information about consumers and markets.

The purpose of this study was to investigate the COVID-19 and the challenges facing the club industry in developing countries. In this qualitative-analytical study, 17 sports experts, sports club managers, and sports entrepreneurs were interviewed based on purposive and triangular sampling methods. The data analysis was also performed by open and axial coding, of which 6 concepts and 42 categories were classified under 6 general themes. The main concepts include government support, financial issues, club activity, sponsorship, mental consequences, and social media. This study highlights the role of sports entrepreneurship in overcoming problems. Managers must use the ability of entrepreneurship because entrepreneurship is considered essential in the economy and provides the impetus for economic growth. Sports entrepreneurship can overcome the coronavirus crisis and solve the problems that have arisen.

The article presents the research results on the evolution of key patterns of scientific publications devoted to the use of imitation strategies by business entities. End of purpose was ensured by solving two interrelated tasks: first, to form a relevant sample of scientific articles (2,302 publications on selected topic, indexed by the Scopus scientometric database, for the period from 1992 to 2022); secondly, to analyse the co-occurrence of keywords to characterise the current state of the research field and determining the perspective of its development. The terms “imitation strategy, innovation” or “innovation, imitation, strategy” were chosen as keywords. The bibliometric analysis and visualisation of its results were performed using the VOSviewer software product. On the basis of visualisation maps, five clusters of the content matching of keywords in articles and five stages of the evolutionary development of innovative behavior of enterprises were identified. The results of the research can be used in studying various aspects of the implementation the imitation strategies by business entities.

The aim of the article is to study the importance of maintaining methodological integrity in the operational risk management framework in Russian credit institutions. To reach the goal, an analysis of practical approaches to operational risk management is carried out, opportunities for optimising equity capital are presented. The major needs the credit institutions will face due to the transition of operational risk calculation to a new standardised approach are analysed. The significance of a systematic approach in operational risk management applied by credit institutions is determined.

The paper systematises modern factors that influence operational risk management, and applies the author’s approach to calculating operational risk exposure indicators. The author’s approach is based on an item-by-item analysing the ratio of the amount of operational risk losses to the amount of expenses for applying operational risk management methods.

The scientific novelty of the research consists of highlighting the main practical approaches to managing bank risks in the context of digitalisation and development of financial technologies.

The article formulates key trends in operational risk management in commercial banks and presents ways to solve problems caused by the use of operational risk management methods that will improve methodological process of bank risk management. The practical significance of the article is to reflect the need and importance of adequate methodological process of banking risk management and the presentation of practical recommendations aimed at improving the quality of the risk management system and risk culture in general. It can be applied in the work of risk management department and internal control department.

The market model of the Russian power industry that currently exists is facing trends and challenges, such as rising electricity prices for end-consumers, rising tariffs for power transmission services and sales mark-ups, the complexity and high cost of technological connection to power grids and capacity expansion, as well as increase in cross-subsidisation.

At the same time, the energy industry is influenced by external factors caused by a number of technological changes that have matured in Russia and in the world, such as the transition from electric energy production at large power plants to the use of distributed generators (including those using renewable energy sources (RES), an increase in the final price on electricity due to growth in demand, as well as the transformation of the spread and reduction in the cost of generator techniques with the use of renewable energy sources, technologies for energy storage systems, as well as the development of smart metering systems.

In turn, cutting-edge technologies of the electric power industry not only lead to positive economic effects when implemented separately, they reveal the fullest range of effects and lead to the emergence of new models of interaction in the retail market if their interaction is coordinated by Industry 4.0 digital technologies. Thus, the combined influence of digital transition technologies in the electric power industry forms the prerequisites for the emergence of a new type of consumer of electric power – an active consumer.

The purpose of this study is to analyse the factors influencing the adoption of these technologies by retail market entities and the effectiveness of their implementation, as well as the formation of a target retail market concept that takes into account the introduction of active consumers and has the potential to create direct and indirect economic effects for energy industry entities.

The article describes the main barriers to digital transformation faced by industrial enterprises in various industries, such as: lack of appropriate funding, information security risks, insufficient digital skills of employees, insufficient maturity of current processes, internal resistance to change, insufficient awareness of managers, lack of certainty over the future of digital standards. To analyse the barriers, the author used a three-step approach, including a literature review, a primary research with representatives of the companies, and a qualitative comparative analysis that are based on the Kruskal – Wallis test and used to identify differences between groups of enterprises. To overcome the barriers identified by the author it was offered to use  a mechanism of a business model selection, which takes into account the assessment of obtained competitive advantages (improvement of operational, financial and technical efficiency), digital maturity (digital culture level, staff qualifications, the quality of business process organisation and access to digital infrastructure) and risks (non-receipt of expected income from business model implementation, information security, reputational and personnel). The novelty of the proposed business model selection mechanism for an industrial enterprise is to improve the classification and develop a multi-criteria mechanism for choosing a business model, which would be implemented using a knowledge-based system incorporating a fuzzy inference mechanism.

Economic sanctions against the Russian Federation highlighted the problem of technological sovereignty. It is proposed to consider the problem of using simulation strategies to organise the process of equipment import substitution in a timely manner, successful implementation of which was shown by some Asian countries (Japan, China). Studies in other countries prove the effectiveness of using imitation strategies as a reference point for the technological breakthrough for individual companies and the economy as a whole. The purpose of this article is to analyse the experience of developing countries in using imitation strategies for technological development, and to assess the opportunities for the wide application of such strategies in Russia to form technological sovereignty in the current conditions. In this study the author identifies some key factors of the effectiveness of applying the imitation strategies in developing countries, primarily in China. Among these factors are the role of small and medium-sized businesses in technological development and dissemination of knowledge, the development of a system for protecting intellectual property rights, as well as the existence of a technological gap between domestic and foreign firms in the home market. These factors have had a significant impact on the spread of imitation strategies and the subsequent development of China’s own innovation environment. The study demonstrates that small business, the system for protecting intellectual property rights and the competition of foreign high-tech companies will not be able to become the driving force behind the implementation of imitation strategies in the conditions of Russian reality. With this in mind, the article proposes industrial policy measures that will create favourable economic conditions for the successful use of imitation strategies based on the experience of China. The results of this study contribute to the problem of Russia’s technological sovereignty formation in the current sanctions. They also contain proposals for the introduction of economic measures that may influence the effectiveness of import substitution.

The article is devoted to the consideration of potential indicators as tools of operational and strategic management. Within the framework of operational management, it is necessary to maintain the achieved level of development, and strategic management should be aimed at developing the capabilities of the enterprise, its potential. The operational and strategic parameters of ensuring the competitiveness of the enterprise are identified. To build the indicators of potential, strategic structures of the enterprise have been formed, showing a quantitative representation of the economic, technological and organisational structures of the enterprise (in the form of grouped costs in a certain way). Based on the use of strategic structures, the actual and target values of the enterprise’s potential as criteria for assessing the level of development in economic, technological and organisational terms are formed. The use of strategic structures makes it possible to carry out operational balancing of the company’s expenses when the actual costs exceed the planned level, as well as to change the company’s structure during the transition to the manufacture of new products or for the purposes of crisis management.