Forms of integration of organizations. Entrepreneurial networks, alliances Topics for discussion

The most common forms of integration are corporate associations formed as a result of mergers, and so-called “soft” associations in the form of business alliances and networks.

Financial-industrial groups (FIGs) are a type of corporate association in which enterprises and organizations connected by property, financial, production, technological and management relations take part. In our country, the formation of financial industrial groups is carried out on a legislative and legal basis and is aimed at: concentrating investment resources in priority areas of economic development, accelerating scientific and technological progress, increasing the export potential and competitiveness of products of domestic enterprises, implementing progressive structural changes in the country's industry, forming rational technological and cooperation ties in conditions market economy, development of a competitive economic environment.

Existing financial industrial groups carry out large investment projects, counteract the decline in production, and contribute to monetary stabilization. In addition, financial industrial groups make up for the mechanisms of intersectoral redistribution of resources that were missing during the perestroika period and create real conditions for reliable supplies and sales that meet the quality requirements. The merger of enterprises and organizations into a group strengthens their foreign economic positions in world markets, where many transnational corporations are most often organized as financial-industrial-trading complexes with powerful potential.

Managing new entities created through mergers and acquisitions requires the centralization of management functions, strengthening control and the creation of coordination mechanisms for production activities (among them: mutual adaptation, direct management, standardization of processes and labor results, as well as skills). The main factor for success is the development of a clear strategy joint activities and justified ways of its implementation.

An important form of enterprise integration are entrepreneurial networks and unions (they are also called alliances, partnerships, business networks), uniting organizations of different sizes and forms of ownership. This is a fairly stable, flexible structure that allows organizations to coordinate their actions, combine efforts and resources to achieve common goals. Essentially, this is a form of cooperation in which mergers and acquisitions do not occur, but the competitiveness of incoming network education participants is significantly increased. In network unions, there is a shift in emphasis from considering the company as an independent economic unit that forms its development strategy based on the coordination of internal resources with the state external environment, to the analysis of the system of interacting firms as a single market entity. In the interests of network development, partners can mobilize and share resources belonging to individual organizations.

When forming a management strategy, each organization is faced with the fact that, on the one hand, some resources and activities, usually considered internal, practically cannot be controlled by it; at the same time, on the other hand, resources and activities previously considered external actually form an integral part of the organization itself and are subject to its influence and control. Thus, the activities of each participant are integrated into the network and are defined by it as a holistic entity. If these conditions are violated, the union is dissolved, which is often found in the practice of relationships between organizations.

Particularly great benefits are provided by entrepreneurial unions of companies united in clusters (from English - group, accumulation, concentration, cluster) in certain territories, which provide them with certain competitive advantages (for example, the necessary infrastructure, means of communication and telecommunications, equipped production facilities). area, etc.). For this purpose, large industrial zones located in cities or other administrative-territorial units and having free capacity due to the restructuring of the domestic economy can be used. This is where it is beneficial to create clusters of companies in which, from the very beginning, a critical mass of professionalism, art, infrastructure support and information relationships between companies in a certain field (area) of activity can be concentrated. Such areas that unite companies into unions can include: production of household goods; various industries related to healthcare, production of household products, etc. As experience shows, when a cluster is formed, all industries in it begin to provide mutual support to each other, the free exchange of information increases and the dissemination of new ideas and products accelerates through the channels of suppliers and consumers who have contacts with numerous competitors.

One of the newest organizational forms is a virtual organization, which is a network of independent companies (suppliers, customers and even former competitors) created on a temporary basis, united by modern information systems for the purpose of mutual use of resources, reducing costs and expanding market opportunities. The technological foundation of a virtual organization is made up of information networks that help to unite and implement flexible partnerships through “electronic” contacts.

The main conditions for effective management of a virtual organization are: people’s trust in each other as a powerful factor in business development, the competence of participants and the creation of informal teams of qualified specialists, the formation of a common mission.

According to many leading management experts, the development of network connections between organizations may result in a revision of the traditional boundaries of enterprises, since with a high degree of cooperation it is difficult to determine where one company ends and another begins.

Enterprise economics: lecture notes Dushenkina Elena Alekseevna

9. Business associations and unions

In order to coordinate activities, protect common commercial interests and increase the efficiency of capital, enterprises can, on the basis of an agreement, create associations in the form of associations (corporations), consortia, syndicates and other unions.

The basis for creating unions become similar in nature technological processes; interdependent development of the economy; synchronous growth of the technical and economic level of related industries; necessity integrated use raw materials and other resources; diversification.

Main principles formation of economic unions:

1) voluntariness of associations;

2) equality of partners;

3) freedom to choose organizational forms;

4) independence of participants;

5) liability only for the obligations assumed by each enterprise upon joining the association.

According to their legal status, these economic entities can be divided into two groups: operating on a permanent legal and economic basis and associative or entrepreneurial - with the right of free accession and free exit, as well as free entrepreneurship within the association.

The most widespread structures are financial and industrial associations, holdings, syndicates and consortia.

Holding companies are formed when one joint-stock company takes control of the shares of other joint-stock companies in order to financially control their work and generate income on the capital invested in the shares. There are two types of holdings:

1) pure holding, i.e., the company’s receipt of income through participation in the share capital of other companies. Led by large banks;

2) mixed, when a holding company is engaged in independent business activities and at the same time, in order to expand its sphere of influence, organizes new dependent companies and branches. It is headed by any large association, mainly related to production.

Giant holdings can control financial activities hundreds joint stock companies, including large concerns and banks.

Their own capital and assets are several times less than the total capital of their subsidiaries. Some companies are created with the participation of a large share of state capital, which allows the government to control and regulate the development of certain important sectors of the country's economy.

By structure of participants financial and industrial groups(FIG) resemble a holding. Along with material production enterprises (industry, construction, transport), they include financial organizations, especially banks.

When forming them, the main task is to combine banking capital and production potential. At the same time, the main income from the activities of a bank included in a financial industrial group should be dividends from increased operational efficiency manufacturing enterprises, not interest on loans.

Along with permanent organizational associations, such as holdings, financial industrial groups, temporary associations of enterprises arise to solve specific problems over a certain period of time - "consortia". They unite enterprises and organizations regardless of their subordination and form of ownership. Consortium participants retain economic independence and can simultaneously be members of other associations. After completing the tasks, the consortium ceases to exist.

Let us briefly describe other types of business associations:

Syndicate- one of the forms of collective entrepreneurship. This form is mainly associated with the marketing of products and is distributed mainly in the extractive industries, agriculture and forestry.

The main task of the syndicate is to organize joint sales of products. As a rule, a syndicate organizes a single sales service, to which members of the syndicate must deliver products intended for joint sale at a pre-agreed price and quota. The goals of the syndicate are to expand and maintain sales markets, regulate production volumes within the syndicate and prices on external markets.

Industrial units– a group of enterprises and organizations that are located in adjacent territories and jointly use production and social infrastructure, natural and other resources, create common production facilities of intersectoral and regional significance, while maintaining their independence.

Associations– a voluntary association (union) of independent production enterprises, scientific, design, engineering, construction and other organizations.

Corporations– these are contractual associations based on a combination of production, scientific and commercial interests with the delegation of individual powers and central regulation of the activities of each of the participants;

Concerns- these are statutory associations of industrial enterprises, scientific organizations, transport, banks, trade, etc. based on complete dependence on one or a group of entrepreneurs.

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Entrepreneurial networks, alliances

Reasons for creating and benefits of entrepreneurial networks and alliances

An important form of enterprise integration are entrepreneurial networks and unions (they are also called alliances, partnerships, clusters, communities, virtual corporations; in Russian business they are most often considered as business networks), uniting organizations, each of which plays its own specific role in the network. The companies included in the group are considered as subjects of economic relations and partners in a system of interacting organizations. This is a fairly stable, flexible structure that influences the performance results and management system of its member organizations, allowing them to coordinate their actions, attract new partners and even compete with each other. Their union is based on a combination of formal control of contractual relations and informal exchange of services.

Here are some examples showing the different reasons and forms of alliances.

On the basis of cooperation agreements (joint activity agreements), an alliance was concluded between OAO LUKoil and JSC ZIL with the aim of developing new types of fuels and lubricants for use in the production and operation of the ZIL vehicle.

Two automobile plants (KamAZ and VAZ) voluntarily decided to concentrate production of the Oka small car at the KamAZ site.

The entrepreneurial union was created on the basis of enterprises, including an assembly plant, a design bureau and factories for the production of components used in the production of wide-body Il-86 aircraft.

The creation of a new aviation alliance was announced by Transaero Airlines, which signed an agreement with Krasnoyarsk Airlines, Ural Airlines, Ere Kazakhstan Group and the American Continental Airlines. The union provides for the mutual use of route networks and the sale of tickets at special rates. This allows passengers to spend minimal time connecting flights in 25 cities in the United States and other countries.

There is an urgent need for strategic alliances, partnerships and joint ventures in the oil and gas business. Russian Federation, especially in connection with the intensification of the development of new fields. An example would be the organization of development of oil fields of the Northern Caspian in last years. It is known that until the early 1990s this zone was little explored, and only one major oil company, LUKoil, declared the Caspian Sea a zone of its strategic interests. Since 1995, it has spent tens of millions of dollars annually on seismic work in the Russian sector and built exploration drilling capacity. In 1997, the first federal tender was announced for the development of the subsoil of the Severny block, which was won by LUKoil, and in mid-1998 the companies Gazprom, LUKoil and YUKOS discussed the idea of creating a joint venture with equal shares for research of the Russian sector. In mid-2000, almost 50% of all Russian oil and gas companies declared their readiness to develop Caspian resources, and began to actively join forces with other partners. Thus, in April 2000, the oil company Tatneft entered into a strategic partnership agreement with Kalmykia for a period of 25 years. The companies intend to create a joint venture, Kalmtatneft, to develop Kalmneft fields based on Tatneft technologies and offshore fields adjacent to the republic (Oil and Capital, 2000, No. 6, p. 66).

Business unions play a significant role in the activities of small businesses, which are increasingly asserting themselves as an essential component of a civilized market economy and an integral element of the competitive mechanism. The need to create entrepreneurial unions between small enterprises is dictated by their characteristics as objects of management in comparison with organizations of a larger scale. Development integration processes strengthens the interaction of small business structures among themselves and with organizations in the corporate sector of the economy.

Especially great benefits come from entrepreneurial unions of companies united in clusters(or, what is the same, groups, bushes) in certain territories that provide them with certain competitive advantages (for example, the necessary infrastructure, communications and telecommunications, equipped production areas, etc.). Large industrial zones located in cities or other administrative-territorial units and having free capacity due to the restructuring of the domestic economy can be used as such territories. This is where it is beneficial to create clusters of companies in which, from the very beginning, a critical mass of professionalism, art, infrastructure support and information relationships between companies in a certain field (area) of activity can be concentrated.

Such areas that unite companies into unions can include: production of household goods; various industries related to healthcare, production of household products, etc. As foreign and domestic experience, when a cluster is formed, all production in it begins to provide mutual support to each other, the free exchange of information increases and the dissemination of new ideas and products accelerates through the channels of suppliers and consumers who have contacts with numerous competitors (see Porter M. International competition. M., 1993, p. 173).

Research shows that in network alliances there is a shift in emphasis from considering the firm as an independent economic unit that forms its development strategy based on the coordination of internal resources with the state of the external environment, to the analysis of the system of interacting firms as a single market entity. And this leads to a new interpretation of the company, market relations at the level of specific economic relations, and management methods. A system of relationships develops between partners in a network that links their resources, and in the interests of developing the network, they can mobilize and share resources belonging to individual organizations. Thus, the activities of each participant are integrated into the network and defined by it as a holistic entity. If these conditions are violated, the union can be terminated, and this is not such a rare case in the practice of relationships between organizations (O. Tretyak. New stage in the evolution of the marketing management concept // Russian Economic Journal, 1997, No. 10, pp. 78-79).

Thus, in May 2000, the management of Alitalia and KLM airlines announced the collapse of the most integrated alliance in aviation, which bordered on unification. The initiator of the break in relations was KLM, which put forward difficulties at Milan Malpensa airport (a hub for the new alliance) and the delayed privatization of the Italian carrier as the main reasons. It was decided to completely stop working together on August 31, 2000 and to close all flights previously operated under common codes from September 1. Former partners are discussing ways to return the 100 million euros that KLM invested in the development of Malpensa, and are negotiating with third parties to join existing alliances (Air Transport Review, May-June 2000, p. 2).

The ideas of creating entrepreneurial unions are being discussed at diversified state-owned enterprises of the Russian Federation and in a number of new private firms, which see an opportunity in this way to concentrate their activities on priority areas, and transfer other types of activities to external performers who cope with them more successfully than internal divisions. The need to create entrepreneurial networks is understood by many directors who are concerned about how to connect and bring to a common end result the entire chain of interconnected enterprises.

As an example of the formation of a business network, one can cite the company INEC (“Information-Economy”), which over 10 years of operation has taken a strong position in the market information technologies and consulting services, primarily through the formation of a wide business network. The base company INEC initially specialized in consulting services, but soon its main activity became the development of computer programs. This led to the need to form a reliable circle of partners, which over time included: the Institute of Computer Technologies, VNIIESM, an audit company, and the INEC-Stroy company. This group represents the core service platform. At the same time, the company is developing its partner network, which includes over 100 companies, and among them are powerful competitors of INEC, cooperation with which turns out to be equally beneficial for both parties. An important factor in the group’s competitiveness is the presence of reputable organizations (banks and well-known industrial enterprises) among its partners and clients and government agencies Russian Federation (ministries and the Central Bank).

According to INEC management, the main competitive advantage of the group is universalism combined with deep specialization. Thanks to the network organization of its activities, INEC is a kind of “supermarket”, whose customers can find everything they need plus additional services anywhere in the country.

The effectiveness of a network organization is achieved through the mutual enrichment of the group’s intellectual potential when developing joint projects, when the mass of know-how in various areas is increased - algorithms, methods, standard solutions.

All this affects the management system of each organization, especially since its boundaries change their usual outlines, and the concept of the external environment is blurred. When forming a management strategy, each organization is faced with the fact that some resources and activities, usually considered internal, practically cannot be controlled by it; at the same time, resources and activities previously considered external actually form an integral part of the organization itself and are subject to its influence and control.

Chapter 1 general management: concepts, evolution
General management concept
Management as a function and process
Management as a process
Management is managers
Management is an art and a science
Management is a science
Development of theoretical foundations of management
Scientific principles of management
Contents of the principle
Development of management science in the first half of the 20th century
Second half of the 20th century: a turn in the development of the theoretical foundations of management
New management principles
Contents of the principles
New approaches to managing organizations in the Russian Federation
Chapter 2 management object - organization
Concept and theoretical foundations of organization
The role of organizations in society
Rating of the 10 most profitable companies
Characteristics, rationale
Internal environment of the organizational system
Organization as a system of processes
Composition of main processes
Composition of auxiliary processes
Management processes
Description of the organization as a management object
The importance of parameters for characterizing an organization
Characteristic
Classification of organizations
By classifying organizations as formal and informal
By type of ownership
By organization size
Number of employees, people
Integration of organizations
Associations, networks, unions as objects of management
Contents of characteristics of an entrepreneurial network
Features of managing a virtual corporation
Chapter 3 manager in an organization
Characteristics of managers' work
Requirements for managers
The role of managers in an organization
Human qualities
Requirements for special knowledge and skills
Characteristics of a 21st century manager
Model of a modern manager
Managers entrepreneurs
New Role of Leadership
Division of labor in management
Managers specializing in management functions
Structural division of labor
Top level managers (mvu)
Division of labor according to the role of managers in the management process
Head of the organization
Labor cooperation in management
Group (team) work and its new role
Benefits and effectiveness of group work
Chapter 4 Process and Management Techniques
Basic concepts of the management process
Components of the decision-making process
Problem or opportunity
Rules for formulating a problem
Problem situation
Score on points 1-7
Participants in the decision-making process
Who represents this point of view?
Decisions made by groups of people
Solution requirements for solutions
Solution classes
Programmable and non-programmable solutions
Rational (classical) model of the decision-making process
Goals and criteria for evaluating actions
Selection criteria
Alternative Models of the Decision Making Process
Retrospective model
General scientific methods
A complex approach
Economic and mathematical methods
Experimentation
Specific historical
Methods of sociological research
Specific management methods
Methods for performing general management functions
Problem solving methods
Decrease in income received
Chapter 5 planning and development strategy
Planning as a management function
Planning in an organization
Types of plans by duration of the planning period

are formed on the basis of voluntary cooperation agreements that unite companies of different sizes and forms of ownership. This is a fairly flexible structure that allows its member organizations to coordinate their actions, attract new partners, and even compete with each other. An example is the union of two automobile plants - KamAZ and VAZ, which voluntarily decided to concentrate the production of the Oka small car at the KamAZ site. Another example is the creation of an entrepreneurial union consisting of an assembly plant, a design bureau and factories for the production of components used in the production of wide-body Il-86 aircraft.
Particularly great benefits are provided by entrepreneurial unions of companies united in clusters (translated from English as “group, accumulation, concentration, cluster”) in certain territories, which provide them with certain competitive advantages (for example, the necessary infrastructure, communications and telecommunications , equipped production areas, etc.) For this purpose, large industrial zones located in cities or other administrative-territorial units and having free capacity due to the restructuring of the domestic economy can be used. This is where it is beneficial to create clusters of companies in which, from the very beginning, a critical mass of professionalism, art, infrastructure support and information relationships between companies in a certain field (area) of activity can be concentrated. Such areas that unite companies into unions can include: production of household goods; various industries related to healthcare, the production of household products, etc. As shown Foreign experience When a cluster is formed, all industries in it begin to provide mutual support to each other, the free exchange of information increases and the dissemination of new ideas and products accelerates through the channels of suppliers and consumers who have contacts with numerous competitors.
One of the newest organizational forms is a virtual corporation, which is a network of independent companies (suppliers, customers and even former competitors) created on a temporary basis, united by modern information systems for the purpose of mutual use of resources, reducing costs and expanding market opportunities. The technological foundation of a virtual corporation is made up of information networks that help to unite and implement flexible partnerships through “electronic” contacts.
According to many leading experts in the field of management, the development of network connections between organizations that are part of a virtual corporation may result in a revision of the traditional boundaries of enterprises, since with a high degree of cooperation it is difficult to determine where one company ends and another begins.

Forms of integration of organizations. Entrepreneurial networks, alliances Topics for discussion

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