The potential for increasing the commercialization of innovations through enhanced coordination among economic entities (using the railway industry as an example)

The article presents a comprehensive analysis of mechanisms to enhance the effectiveness of innovation commercialization in Russian state corporations through strengthening coordination links among economic entities and developing ecosystem approaches to innovation management. Using the railway industry as an example, the study explores factors that hinder the commercialization of internal developments, including the issue of critical dependency of subsidiary innovation companies on orders from the parent structure (monopsony). The paper substantiates the possibility of transitioning from a "closed innovation" model to an open ecosystem management model. The dominant "closed innovation" model in a monopsony context leads to increased transaction costs of coordination and the formation of a "track effect." It is demonstrated how a hierarchical innovation management model exhibits exponential growth in transaction costs of coordination, creating potential opportunities for optimization through a transition to a platform architecture. The research utilizes the transaction cost theory of O. Williamson and R. Coase, a comparative analysis of innovation management models, and general scientific methods of research (analysis, synthesis, induction). Based on the conducted analysis, a significant correlation is identified between low levels of coordination among structural divisions and increased transaction costs; opportunities for optimizing corporate processes of innovation commercialization are formulated through mechanisms of public-private partnerships and diversification of funding sources. The scientific novelty of the work lies in the application of system dynamics methods to model the institutional trap of monopsony in the state corporate sector, highlighting a dual causal loop; the development of a typology of coordination barriers differentiated by transactional nature; and the proposal of mechanisms to enhance coordination among subsidiaries, the parent structure, and the external innovation ecosystem. The results of the study can serve as a foundation for developing strategies for the innovative development of large sectoral infrastructure corporations and shaping government policy regarding natural monopolies.