Innovation strategies of young Russian employees of enterprises from industrial regions: activity, motivation and obstacles to innovation

The implementation of innovations in production requires an appropriate quality of human capital: to what extent do managers, engineers and workers have sufficient innovative potential to effectively implement, master and even offer innovations? To answer this question, we conducted a questionnaire survey of large industrial enterprises employees (n=1050). As long as young people are the most promising resource for innovative development, we have limited the object of study to workers under the age of 30. Respondents were divided into three groups according to their position in the enterprise: managers, engineers, skilled workers. According to the results, skilled workers are almost not included in the process of implementation and development of innovations. As for engineers, they are little involved in the discussion of decisions on the implementation of innovations, they not participate in the development of new projects. Primarily, this remains the prerogative of managers. We identified two types of strategies practiced by young employees of enterprises the “adaptation strategy” (readiness to master new technologies and improve their skills) and “creative strategy” (readiness to offer and develop their projects). The creative type of strategy is found mainly among managers, the adaptation strategy is found among all categories of employees.