ada.^3 Monolithic organizational perspectives are 

 gradually giving way to multi-institutional views 

 as the Kremlin seeks to cope more effectively with 

 advancing technology and complexity. 



To be sure, practice lags behind conceptual ad- 

 vances. V. A. Trapeznikov of the GKNT admits that 

 in structuring and managing large complexes and or- 

 ganizational S&T systems "we are essentially only be- 

 ginning work."^ Organizational experimentation and 

 structural change have been limited. Nonetheless, 

 the leadership appears increasingly serious about 

 helping make organization itself a positive force for, 

 rather than impediment to, innovation. Given the 

 heavy emphasis on organizational issues and approach- 

 es, in fact, the key to innovation seems, at times, 

 to be simply "management by structure." In any case, 

 it is important to note that the basic building 

 blocks are beginning to assume new shapes. Integrat- 

 ed research and production complexes are coming into 

 being. Organizational arrangements are being repat- 

 terned and authority lines recycled. The Soviet S&T 

 establishment is in motion and in transition. 



IMPROVING PLANNING AND RESOURCE ALLOCATION 



There is also enhanced awareness of the complexity 

 of planning and stimulating S&T progress. Some of 

 the shortcomings and disincentives of the planning 

 system with respect to innovation have become steadi- 

 ly apparent, as has also the need for greater initia- 

 tive and user-stimulated innovation in R&D. "We can- 

 not divide the 'plan-stimulation 1 formula into two 

 parts and subordinate one to the other," some spe- 

 cialists argue. "We all realize," they add, "that it 

 is impossible to solve the whole problem by moving 

 just one lever alone. "45 Thus considerable attention 

 was given in the last decade to strengthening the 

 role of "economic mechanisms" (e.g., prices, credit, 

 profitability) and of various incentive schemes in 

 promoting scientific research, development, and de- 

 livery . 



269 



