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Purpose: The purpose of the work is to determine the possibilities and consequences of decision making in modern business systems by the principles of outsource.

Methodology: During studying the perspectives of decision making in modern business systems by the principles of outsource, the method of logical analysis (analysis of causal connections), the method of structural and functional analysis, and the method of formalization are used.

Conclusions: Perspective directions, advantages, and drawbacks of application of outsource for decision making in modern business systems at different stages of this process are determined. Possible variants of decision making in a modern business system by the principles of outsource and their consequences are determined: information and consultation decision support, business system's overcoming a crisis, optimization of certain business processes, and loss of independence of business system and path to its reorganization.

Originality/value: As a result, it is substantiated that outsource is a perspective tool of making of managerial decisions in modern business systems. Various directions of application of this tool are accessible at each stage of the process of making of managerial decisions in a modern business system. The advantages of decision making by the principles of outsource are attraction of additional resources, access to possibilities of automatization, and low expenses, and the drawbacks include the complexity of organization of this process and temporary character of obtained advantages. Too active usage of outsource and transfer of most managerial decisions to it may lead to loss of independence of the business system and increase of the risk of its reorganization. That's why the principles of outsource are recommended for making of certain managerial decisions by business systems in the period of crisis and by newly formed business systems and those that experience deficit of resources.

The purpose of the research is to determine the stages of the development of information economy in modern Russia and to create a conceptual model of establishment and development of information economy in modern Russia.

The methodology of the research includes a systemic approach and the method of comparative analysis.

The authors conclude that despite large potential, Russia is still at the initial stage of information economy’s formation due to the influence of the determined institutional, structural, and investment barriers. At present, Russia is in the process of transition from the initial stage of information economy’s formation, which is related to the formation of technosphere (spheres of the ICT), to the middle stage, in which sociosphere (information society) is established. However, despite this, there is a large potential in the sphere of informatization of socio-economic system of Russia, which belongs to the final stage of the formation of information economy.

The created conceptual model of establishment and development of information economy in modern Russia showed structural disproportions in information economy of modern Russia. Insufficient technological support, which has resulted in ineffective state management during the formation of information economy at the initial stage, cannot be combined with independently formed social core, the process of creation of which, initiated by the state directive on transition to the middle stage of the formation of information economy, should have started this year. The authors offer practice-oriented recommendations for correction of the current strategy of information economy’s formation in modern Russia.

The purpose of the chapter is to study dynamics of development of economic conflicts and to develop a conceptual model of conflict of socio-economic system as an analog to the model of economic cycle.

The author compiles and analyzes the existing conceptual static model of conflict of a socio-economic system. The theoretical basis of the research includes the works of modern authors that reflect provisions of the theory of cycles and devoted to cyclic fluctuations of socio-economic systems. The methodology of the chapter includes the method of dynamic modeling of the process of development of socio-economic systems and the method of formalization (graphic presentation of the obtained results and conclusions). Also, the author uses the complex of general scientific methods within the systemic approach – induction, deduction, analysis, and synthesis.

It is substantiated that the existing conceptual static model of economic conflict, which treats it as a non-recurrent phenomenon in socio-economic system, contradicts its dynamic nature. Instead of this, similarly to the model of economic cycle, a conceptual dynamic model of conflict of socio-economic system is developed, which treats economic conflict as a process that develops according to a certain algorithm and is constantly repeated.

The offered conceptual model of conflict of a socio-economic system as an analogue of the model of economic cycle allows specifying the methodology of studying economic crises, which are manifestations/examples of economic conflicts. This model emphasizes the dichotomic nature of economic conflict (its probable negative or positive consequences), which allows for more precise treatment of economic crisis – which is usually considered to be a negative phenomenon. According to the offered model, crisis is not a phase of economic cycle but socio-economic process that is characterized by cyclic fluctuations. As is expected, the developed model will allow describing the practice of development of modern socio-economic systems with higher precision.

The purpose of the work is to develop a Russian model of decision-making in modern business systems.

The method of modeling of socioeconomic systems and the method of formalization for graphic presentation of results of modeling are used.

A Russian model of decision-making in modern business systems is developed; it reflects not only the structure of managerial tools and peculiarities of its communication with business entities, that is, internal hierarchy of the business system, but also the algorithm of decision-making in modern Russian business systems, which includes six consecutive mandatory stages. The presented model showed simplicity and clarity of hierarchy of managerial staff and the business system on the whole. Due to this, authorities and responsibilities are not doubled – each business entity under the management of functional manager performs strictly determined business processes. This allows dividing any problem into a lot of subproblems, which are effectively solved by the corresponding functional managers on the basis of the mechanism of labor division. Due to this, alternatives are selected over a short period of time.

It is determined that, despite multiple advantages, connected to logical succession of the process of making of managerial decisions in modern business systems, the Russian model of this process has drawbacks that are caused by stage-by-stage and fragmentary solution of problems and implementation of decisions, as well as by underdevelopment of feedback and marketing activities.

Modernization of Russian higher education is carried out with the purpose of its successful integration into the global educational environment. However, the contemporary management model of most Russian universities demonstrates a low efficiency level. The purpose of this paper is to identify the problems of organizing the universities’ strategic development and to seek the opportunities to achieve strategic competitiveness of Russian universities.

The basic research methods included the following: content analysis, expert evaluations, analysis of the modern concepts of universities strategic management, comparative analysis of high school practice of strategy development, and government regulations in historical perspective.

The major result of the study is the conclusion that the most important problem of the competitiveness of Russian universities is the lack of strategic flexibility. We can say that there is a structural nature of the management crisis affecting the whole system of university education. Over the past 25 years, there has been a radical change in the basic institutional conditions for the development of higher education institutions in Russia: the volumes and changed model of financing; the market landscape and the regional environment; the conditions and the nature of the interaction with international partners, etc. At the same time, in most cases, the platform of this system and standards of internal policy have remained unchanged. Russian education practically lost its individuality. This paper shows the experience of strategic management at leading federal and regional universities of Russia, analyzes the implementation of their development programs, and gives examples of best practices in the use of strategic planning tools.

The relevance and value of the paper is the following: for the first time, thorough attention has been paid to the accumulated potential of Russian universities, which has been formed over a long evolutionary path and now can be positioned as an important management resource in the organization of strategic management for enhancing the global competitiveness of the national system of higher education.