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 ИАРКТИКИ 2. The conceptual modeling goal is building of econometric model for quantitative assessment of interdependence in the case of this paper. So we have to use the indicators which are available in the statistical database for companies and regions. The statistical data are not full. 3. The set of indicators is not final. It can be adjusted depending on regional characteristics and the company's activities specific features. Also it can be adjusted if the new data is available. Conclusion The concept of "sustainable development" includes the trinity of social, economic, and environmental development of territorial socioeconomic systems. A sustainable development strategy must consider the mutual influence of these spheres when at least one of them is affected. A specific feature of sustainable development is that it is aimed at meeting the needs of future generations. The concept is currently of utmost relevance for policy makers and managers, that are dealing with the urgence to achieve results. In order to monitor the results of the implemented strategies assessment frameworks and indicators are required. At the current stage of development of the world community, it is essential that all management levels should be committed to the principles of SD: global, macro, meso and micro levels. The paper addresses a relevant gap in the literature: the absence of frameworks allowing the assessment of the interactions and intendencies between levels. In fact, extant research provides a wide set of approaches to assess SD at the different levels, but treats them as silos, not considering the potential interactions and intendencies between. This research offers a novel framework to assess the SD at corporate and regional level and their mutual influence. The development of framework considers the set of indicators already proposed in the extant literature, covering the three dimensions of SD: social, economic, and environmental. It draws on the BSC methodology and adapts it to the region and to the corporate SD strategies and activities, considering a real case: the public joint stock company ALROSA and the Republic of Sakha (Yakutia) a region in the Russian Federation. Although it was developed from a particular case, the proposed framework is particularly useful for regions where a large company dominates the socio-economic system of the region. 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