Север и рынок. 2022, № 4.

СЕВЕР И РЫНОК: формирование экономического порядка. 2022. № 4. С. 23-39. Sever i rynok: formirovanie ekonomicheskogo poryadka [The North and the Market: Forming the Economic Order], 2022, no. 4, pp. 23-39. ИННОВАЦИИ И ПРОБЛЕМЫ УСТОЙЧИВОГО РАЗВИТИЯ СЕВЕРА И АРКТИКИ Methodology and empirical setting The balanced scorecard as the methodological base o f the assessment framework The methodological basis of this research is the balanced scorecard (BSC) suggested by Kaplan and Norton [33, 34]. The BSC is based on the stakeholder theory, which considers that companies have responsibilities to a wide set of stakeholders, including customers, suppliers, employees, governments and local communities [35]. Therefore, this approach is suitable to address sustainability performance [36]. This BSC methodology is used, in this paper, to develop a framework to assess SD that combines the regional and the company level. BSC is a performance measurement tool that enables to assess if operational activities are aligned with broader strategic objectives. It represents a comprehensive approach which can be used, if properly adapted, to study the development and implementation of a strategy at different levels of analysis, namely the regional and the company level [37]. It is, then, considered that the BSC methodology enables to select both the regional and the company SD indicators that reflect the interaction between the levels and that will integrate the proposed framework. The main advantage of the suggested approach is that it can be used to align the SD strategies of individual companies (or other socioeconomic subsystems of the region) with the general SD strategy of the entire region and then each strategy can be transformed into a specific sequence of actions on the principle "from the bottom to the top", aimed at achieving the goals at all the levels of management. At the same time the BSC can be used to form a coherent set of SD indicators for every level, in this case the company and the region. The indicators chosen in the process of forming a BSC allow us to move to the assessment of the results of the strategy. In addition, they can be used to further model different interrelations in the region. The empirical setting used fo r the development o f the assessment framework The BSC approach will be applied to a real case, where the region is the Republic of Sakha, Yakutia (Russian Federation) and the company is ALROSA. ALROSA is the largest company in the Republic of Sakha (Yakutia) and is a substantial element in the development of the region. Before presenting the region and the company is necessary to briefly characterize the legal framework of the Russian Federation in the field of SD, its framing in the global institutional framework and its translation in the regional level (Figure 1). The country still lacks consistent legislation in this sphere, even though many general principles are included in the existing documents. Results and discussion The framework to assess the impact o f the company on the region's sustainable development Developing a system o f indicators to implement sustainable development regional strategy on the example o f the Republic o f Sakha (Yakutia). As mentioned in the previous section, this research draws on the scoreboard (BSC) methodology that has been adapted to develop a system of indicators to assess the SD at the regional level. This implies working out a general scheme for the development of the region, creating a strategic map, and determining the key indicators for the constituent entity. According to the 2032 Development Strategy of the Region of the Republic of Sakha (Yakutia), the following growth scheme has been defined (Figure 2). In order to develop an intelligent system of indicators, it is necessary to consider the strategic goals, priority areas of development and the objectives in different spheres that will contribute to the execution of the region's strategic development plan by the three SD dimensions: environmental, economic, and social. The next stage of the research was, then, to create a strategic map. The following elements of the set of indicators were defined according to the classical BSC theory: financial and client components, business processes, training and development. However, when we deal with the region, these elements have to be adapted, as suggested in Figure 3 [38]. In this modification, the financial component reflects the tools that can be used to achieve the socio-eco- economic effect in the region's SD. It is worth considering that maximizing profits plays a secondary role for the region, differently from the goals of any company. The client component was modified in the economic entities of the region, which are understood as the regional governmental authorities, the external organizations and companies operating on the territory, and the civil population. These stakeholders can influence the course of the SD strategy pursued in the region and are also affected by the strategy. The category "internal business processes" is presented as the manufacturing industry and entrepreneurship, since companies and organizations operating on the territory help the region to maintain ecological and socioeconomic development. The category "training and development" was extended for the region by including the element "innovation". In today's realities of the world community, new technologies and innovations play an important role in achieving the competitiveness of the region and its SD. These transformations helped to form a strategic map for the implementation of the SD strategy in the Republic of Sakha (Yakutia), which is presented in Figure 4. © Гутман С. С., Рытова Е. В., Соуза К., Кадзаева В. В., 2022 28