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New York: Oxford University Press, 2012. 238 p.; Garud R., Hardy C., Maguire S. InstitutionalEntrepreneurship as Embedded Agency…18Garud R., Hardy C., Maguire S. Institutional Entrepreneurship as Embedded Agency… P. 961–962.10From this perspective, institutionalization as a process is similar to bargaining,where an institutional entrepreneur tries to find a certain gain from adopting new rulesand offer it to external groups. In order for this process to be successful, he is required topossess certain social skills.
These social skills include cognitive ability to recognize theinterests and identities of various groups, form motivations and directions of action, andmobilize and coordinate individual actors and groups at the service of newly createdmeanings. Social skills help to smooth out the vulnerability of the new organizationalform and create new identities for all groups associated with it. By the strength of theircapabilities, social skills will surpass the power of resources and the net legitimizingeffect of power.Social skills are oriented toward the interests of others and allow to generatemeanings and identities people can relate to. People need this by their nature. They seekfor unity and meanings.
If an institutional entrepreneur resonates with their ideas andgives them what they are looking for, they will be willing to cooperate more than if heacts based on power or resources19.An institutional entrepreneur can use the following techniques and tools toimplement social skills in practice:• Readiness to interact with any groups regardless of their interest in the new rules.The actions of the institutional entrepreneur should go beyond the interests of hisgroup to find allies.
Therefore, he should be ready to communicate and get to knowother people's interests20.• Finding a common good helps to mobilize groups. It demonstrates the neutrality ofthe institutional entrepreneur and his willingness to act in the interest of othergroups, rather than his own. Other groups will be eager to cooperate, as due toembeddedness of the new rules, their interests will also be realized21.19Fligsein N., McAdam D.
Towards a General Theory of Strategic Action Fields; Fligsein N., McAdamD. A Theory of Fields.20Ibid.21Ibid.11• Working with the descriptive language by naming social phenomena, typifyingactions and defining roles to form the basis for sensemaking in new unfamiliarsituations, and cognitive legitimation.
Some aspects of the created descriptionlanguage can be transformed into performance indicators in the process ofinstitutionalization. According to them, the activity of various actors andorganizations will be evaluated. These performance indicators will turn from localto public and then evolve into models that others aspire, and which are recognizedas aims for achievement.• Leadership in sensemaking. Sensemaking is a retrospective stream-like processthat is based on the identity of the actor, depends on its socialization and initiates asensemaking environment in which the actor begins to exist.
That is, despite thefact that the sensemaking is intangible, it creates the foundation for action and leadsto real consequences22. Therefore, the institutional entrepreneur should gain thepower over sensemaking in order to direct the process of comprehending the newrules and encourage the groups to carry out the actions, which are advantageous tothem.The key information on which the actor is focused is very important in thesensemaking. It characterizes the whole phenomena and the objects in spite of itsincompleteness. Thus, the extraction and reporting of key information for thesensemaking will be an important task of the institutional entrepreneur. At the sametime, it should be noted that the extracted key information does not need to beaccurate, rather — plausible, that is, associated with more general and familiarideas.• Working with status expectations in order to obtain additional legitimation of theentrepreneurs' actions.
These status expectations are based on broader culturalunderstandings of who, on what occasions and under what circumstances can offer22Weick K. Sensemaking in Organizations. Kharkiv: Humanitarian Center, 2015. 320 p. (in Russian).12solutions for certain social situations. Status expectations are determined by socialstereotypes, such as gender, race, age, education, and employment23.• Exploitation of embeddedness24, that is, using existing interpersonal relationshipsand networks to gain greater confidence among groups interested in discussingrules.
The task of the institutional entrepreneur is to look for those who have ashared experience with him within his networks, and at the same time represent thegroup which he needs to cooperate with.Technological entrepreneurship as our research object imprints on the process ofinstitutionalization. As a type of economic activity, it has specific features that can extendto the support for innovation and technological entrepreneurship.Organizations from the field of technological entrepreneurship have a specialorganizational structure. The formal structure of organizations is vague, which makes therole of informal practices more significant.
As a result job responsibilities are not welldefined, and the organization's aim becomes more important than abidance of theorganizational hierarchy. This can be explained by the fact that technological companiesneed to be flexible in order to transfer the information quickly25.The market of technological companies is always unstable.
Rules change duringthe game, depending on the undulatory introduction of new revolutionary technologicalsolutions to the world. Therefore, the main advantage of the managers of technologicalcompanies is the ability to foresee the nature and direction of technological changes. Thisis possible only in the case of permanent adaptation of the company, the denial of theorganizational hierarchy, building the new relationship with employees through sharingresponsibility for the company success on an equal basis with management, reliance onthe mission of the firm26.23Powell W., Colyvas J. Microfoundations of Institutional Theory // Greenwood R. et al.
(eds.). TheSage Handbook of Organizational Institutionalism. New York: Sage, 2008. P. 276–298.24Granovetter M. Economic Action and Social Structure: the Problem of Embeddedness // Journal ofEconomic Sociology. 2002. Vol. 3 (3). P. 44–58. (in Russian).2526Burns Т., Stalker G.
M. The management of innovation. London: Tavistock, 1966. 269 p.Brian Arthur W. Increasing Returns and the New World of Business // Management of high-techbusiness. M: Alpina Business Books. 2007. P. 162-189 (in Russian).13The lack of hierarchy and formal structure is compensated by the growing role ofinformal practices. The issue of trust becomes essential. It is formed on the basis of asystem of reputations, embeddedness in professional networks and membership inprofessional organizations27. As a result, the sphere of innovation is becoming strikinglyclose to the sphere of the informal economy28.Thus, technological entrepreneurship as a special type of economic activity,generating innovations, relies more on informal, rather than formal rules, even in thebuilding and operating of organizations.
The normative and cultural-cognitive pillars ofinstitutions have a great meaning for the development of this area since the work is builton the basis of trust, common norms and values, not the rules written in the documents.Because of this, the importance of embeddedness in interpersonal and professionalnetworks is growing.Data gathering and analysis of methodologyResearch strategy. In this work, the problem of emerging and fixing theinnovation support rules was studied at two levels — the federal and the regional. TheFederal level helps to answer the question of the context in which the rules were formedand how the opportunity for institutional entrepreneurship appeared. The regional levelhelps to understand the process and the reasons of appearance of the business incubator’sworking rules in the course of existing social interactions.27Castilla E., Hwang H., Granovetter E., Granovetter М.
Social Networks in Silicon Valley // Lee Ch.,Miller W., Hancock M., Rowen H. The Silicon Valley Edge. Stanford: Stanford University Press. 2000.P. 218–247; Ferrary М., Granovetter М. The Role of Venture Capital Firms in Silicon Valley's ComplexInnovation Network. Economy and Society. 2009. Vol. 2 (38). P.
326−359; Powell W., Smith-Dor L.Networks and Economic life // Journal of Economic Sociology. 2003. Vol. 4(3). P. 61–105 (in Russian);Stuart Т.Е., Ding W.W. When Do Scientists Become Entrepreneurs? The Social Structural Antecedentsof Commercial Activity in the Academic Life Sciences // American Journal of Sociology. 2006. Vol.112 (1). Р. 97−144.28Light D. From migrant enclaves to mainstream: Reconceptualizing informal economic behavior //Theory and Society. 2004. No. 33. Р. 705–737.14The formation of rules for state support of innovations at the macro level wasanalyzed through:• federal strategic programs (‘The main directions of the Russian policy forinnovation system development until 2010’, ‘Strategy for the development ofscience and innovations until 2015’, ‘Strategy for innovation development 2020’);• legislative acts regulating innovation activity and allocation of resources for it atthe federal, regional or city levels (217, 335 Federal Laws, 218 Decree, GuidelineNo.
2473п-П7, Ordinance of the Government of the Russian Federation No. 328р);• data from official websites of authorities whose actions affect the development ofthe innovations (the President of the Russian Federation, the Ministry for DigitalDevelopment, Communications and Mass Communications of the RussianFederation, the Accounts Chamber of the Russian Federation, the Government ofthe Novosibirsk Region, the Administration of St. Petersburg);• analytical reports analyzing the development of the innovation in Russia ("Russia:a course on innovation" (issue I II III), National report on innovations in Russia);• data from specialised and business media (Vedomosti, Forbes, The RussianInformation Agency Novosti, Business Assistance Portal, SPBITRU Portal - ITand Telecom in St.
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