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DOI: 10.15862/05RRO117 (https://doi.org/10.15862/05RRO117)

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Mokhova L.A., Sarul' E.A., Boykova I.V Organizational resources of a self-regulating organization. Russian journal of resources, conservation and recycling. 2017; 4(1). Available at: https://resources.today/PDF/05RRO117.pdf (in Russian). DOI: 10.15862/05RRO117

Organizational resources of a self-regulating organization

Mokhova Larisa Aleksandrovna
Russian new university, Russia, Moscow
E-mail: mokhova.larisa@gmail.com

Sarul’ Ekaterina Alekseevna
Russian state humanitarian university, Russia, Moscow
E-mail: ekateriabaskova@gmail.com

Boykova Irina Vladislavna
Plekhanov Russian University of economics, Russia, Moscow
E-mail: irina.boykova.90@mail.ru

Abstract. The article considers the organizational aspects of the self-organization of enterprises that form the synergetics of collaborative engagement within a non-commercial partnership (NP). Involvement of enterprises into a non-commercial partnership, taking into account their interests in the creation of common rules and performance standards, allows one to obtain a consecutive accumulation of resources of various types for implementing project of a self-regulating organization. The organizational resource under formation in the NP relates to such resources. The organizational resource NP is formed due to the integration of enterprise management standards into an integrated management system. For a visual representation of process of organizational resource formation the article uses the structural-infrastructural scheme of the NP and a model that joins the NP enterprises-members to the NP as well as a model for forming norms and rules for the NP activities to create SROs (self-regulating organizations). Using the example of creating SRO in the construction field, it is shown that the NP becomes a communication platform for discussing the most important aspects of standards and rules for realizing construction activities for the formulation and implementation of long-term priorities in the development of this activity. As the shared vision for modernization of the existing technologies and formation of new ones in the sphere of construction and operation of buildings and structures is formed, the NP develops a corporate culture that serves as a basis for normalization of relations among the NP enterprises-members. Herewith licensing of these enterprises activities is actually carried out.

Keywords: integrated management system; NP functioning model; non-commercial partnership; self-organization; norms and rules of NP activity; self-regulation; structural-infrastructural scheme of NP; SRO; organizational resources

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