Basova Svetlana N.

The process of generational change is a rigidly determined sociobiological process. It can be argued that the generational change in entrepreneurship is taking place within the framework of the current historical period under the infl of revolutionary technological processes. The phenomenon of the «digital divide» is growing between generations, each generation has its advantages over others and the next generation has greater and deeper digital human competencies. An additional catalyst for the acceleration of the process is the state, the introduction of state standards to the economy and other spheres of human social life encourages entrepreneurs to adapt to these requirements and switch to the digital human format. Several case studies have been analyzed within the framework of this study in order to identify the features of generational change in the business environment. The obtained results show the specifi of the generational change. Generation X, who started their business in the 1990s, is being replaced by more trained and competent entrepreneurs who have a clear understanding of how to run a business and where to move using digital technologies. We observe the following pattern of changing entrepreneurial cohorts: «X»→»Y»→»Z», the bundle «X»→»Y» can be described as a phenomenon of the «digital divide» and technological transitions and the bundle «Y»→»Z» is regarded as a more evolutionary transition from one model of moving business to another more digitalized and technologically advanced model. In this regard, we do not see a deep«digital divide», generation «Y» looks like a «digital person» in relation to generation «Z», fully adapted to current digital technologies.

The article presents the results of the assessment of the state cultural institution’s image on the example of the Khabarovsk Regional Musical Theater, its external and internal context. They refl the images of cultural institutions of the regional center that have been developed in public opinion, obtained through a pilot survey of the target audience - recipients of their services, their needs, preferences, expectations and requirements, as well as ratings of competitors on information portals. As a result of the study, it was found that the image is an important competitive advantage of cultural institutions and has a signifi impact on their overall activities and success in the market. It is worth noting, that it is important for cultural institutions to pursue an effective policy on the formation and management of reputation and corporate image, using available technologies, tools, means and resources for this purpose. The analysis of the Khabarovsk Musical Theater's external image showed that it contributes to the stable leadership position that the Theater occupies in the market of cultural and leisure services of the Khabarovsk Territory. Therefore, in order to maintain and strengthen the image, it is necessary to continue to adhere to the current reputation concept, while taking into account the interest of the audience in the variety of cultural events held by the Theater. To strengthen the internal image of the Theater, the management of the institution needs to pay attention to the development of corporate culture and fi support for employees.

Development and active support of entrepreneurship, including the regional entrepreneurship, is a priority task of the long-term socio-economic development of the Russian Federation. Due to the wide territorial (administrative) differentiation of the conditions in which business entities carry out their activities, the expediency of using different mechanisms of influence on business entities in different regions is obvious. In this article the entrepreneurial climate of the region is understood as the opportunities and conditions for doing business and achieving its goals that are common to all or most entrepreneurs operating in a particular territory. The authors analyze the entrepreneurial climate of the Khabarovsk territory because of the interaction of objective (geographical features of the region, the level of development of the territory, natural conditions and resources, population and settlement, structure, level of development of production, non-production, and «infrastructure» spheres) and subjective factors (purposeful activity of state and municipal authorities and management). The assessment of the business climate in the Khabarovsk territory is supplemented by the results of a survey of entrepreneurs, including those with experience in stopping entrepreneurial activity. Based on a comprehensive assessment, conceptual approaches to the formation of conditions for a favorable business climate of economic entities of the consumer market of the Khabarovsk territory are formulated.

The article substantiates the relevance of the project approach as a key component of the management methodology. As you know, the speed of implementation of initiatives, the introduction of innovative technologies, the creation of a productive project team is becoming increasingly important in the modern world. Implementation of management activities on the basis of the project approach contributes to the definition of clearly defined goals, criteria for their achievement, accumulation of necessary resources, identification and identification of risks, careful detailed control of the progress of the project, which in General allows to increase the efficiency of production and administrative processes, to provide competitive advantages in a dynamic environment. The world and Russian experience shows that the project approach has proved to be an effective technology that ensures the implementation and development of strategic transformations in the conditions of constantly occurring changes, both in the private commercial and public sectors of the economy.