Entrepreneurial networks. Basic Research Use by the Entrepreneurial Network

Keywords

ENTREPRENEURIAL NETWORKS / NETWORK PARTNERS/ CLUSTER / BUSINESS UNIT / CLASSIFICATION SIGN OF ENTREPRENEURIAL NETWORKS/ BUSINESS NETWORKS / NETWORK PARTNERS / CLUSTER / BUSINESS UNIT / CLASSIFICATION FEATURE OF ENTERPRISE NETWORKS

annotation scientific article on economics and business, author of scientific work - Klimchuk Elena Gennadievna

Presented characteristic entrepreneurial networks in the modern economy. The concept is given entrepreneurial network» depending on the field of activity and the form of economic relations of business entities entrepreneurial network. Presented modern classification entrepreneurial networks, differing in the goals of creation, in industry affiliation, in areas of interaction network partners, according to the degree of mutual participation in capitals network partners, by level corporate governance, by the number of participants, by territorial distribution, by the integration tool. The processes and stages of their formation are considered, which include a complex management decisions and actions to implement them, as a result of which several business units begin to function as network partners. The state, conditions and problems of development are considered entrepreneurial networks in the modern Russian economy. Yes, until now entrepreneurial networks in Russia they were used to solve tactical problems and create a strong market position for companies. Today, network relations make it possible to unite their participants into a single technological complex and receive added value through the sharing of innovations at several enterprises. Combining the efforts of a group of enterprises in the development of innovations reduces the cost of each participant in their financing.

The text of the scientific work on the topic “Entrepreneurial networks in the modern Russian economy. Types, processes of formation and functioning of business networks”

UDC 330.334.7

BUSINESS NETWORKS IN THE MODERN RUSSIAN ECONOMY. TYPES, PROCESSES OF FORMATION AND FUNCTIONING OF BUSINESS NETWORKS

Tambov State University G.R. Derzhavin, Tambov, Russian Federation, PhD student, Department of Political Economy and World Global Economy, e-mail: [email protected]

The characteristics of entrepreneurial networks in the modern economy are presented. The concept of "entrepreneurial network" is given depending on the field of activity and the form of economic relations of business entities of the entrepreneurial network. A modern classification of entrepreneurial networks is presented, which differ in terms of the purpose of creation, by industry affiliation, by the areas of interaction of network partners, by the degree of mutual participation in the capital of network partners, by the level of corporate governance, by the number of participants, by territorial location, by the integration tool. The processes and stages of their formation are considered, which include a set of management decisions and actions for their implementation, as a result of which several business units begin to function as network partners. The state, conditions and problems of the development of entrepreneurial networks in the modern Russian economy are considered. Thus, until now, entrepreneurial networks in Russia have been used to solve tactical problems and create a strong position for companies in the market. Today, network relations make it possible to unite their participants into a single technological complex and receive added value through the sharing of innovations at several enterprises. Combining the efforts of a group of enterprises in the development of innovations reduces the cost of each participant in their financing.

Key words: entrepreneurial networks; network partners; cluster; business unit; classification feature of entrepreneurial networks.

The concept of "network" in domestic economic science is mainly used to describe the activities of the company in the field of distribution. This is primarily due to the active expansion of marketing theory developments in related sciences, including economic theory. Therefore, under the entrepreneurial network quite often understand retail chains. Such an approach to the definition of this concept does not reflect its essence, since entrepreneurial networks are, first of all, a form of economic connection between independent business entities based on social mechanisms. Distribution networks are also a form of economic communication, but it is based on an administrative mechanism, in most cases based on the interweaving of property rights.

Entrepreneurial networks can be viewed as economic clusters. Cluster - an association of individual elements (composite particles) into a single whole to perform a specific function or achieve a specific goal. Clusters can cover various business structures, representatives of state power, institutions of science and

education, standardization centers, trade associations, etc. A.N. Asaul gives the following definition of this concept: "A cluster is a group of close, geographically interconnected companies and organizations cooperating with them, jointly participating in entrepreneurial activities, characterized by common areas of this activity and complementing each other" . These entities are united on the basis of long-term contracts with the aim of efficient use of resources and specific advantages for the joint implementation of entrepreneurial projects. Complementing each other, they get the opportunity to achieve better results. Despite the proximity of the concept of "cluster" with the concept of "entrepreneurial networks", they reflect fundamentally different coalition formations of entrepreneurs. In clusters, subjects are united on the basis of formal contracts that prevent the possible manifestation of opportunistic behavior of participants. In business networks economic integration non-economic mechanism - trust. Formal contracts

between participants in entrepreneurial networks are nothing more than compliance with the conventions required by representatives of public authorities.

An entrepreneurial network is a complex of business units (network partners) that operate independently in the mode of interaction with their network partners. They carry out their production and economic activities with a certain degree of consistency, developing tactical and strategic management decisions that are common to all participants in the business network. Thus, it (the network) acts as a control object.

For a more complete understanding of the processes of formation and functioning of entrepreneurial networks, it is necessary to take into account their typological features.

Most often, when classifying corporate structures (closest to the business network), the degree of property control within the group, the organizational and legal form of participants, and the rigidity of relationships are used as basic classification features.

This approach does not reflect the peculiarities of entrepreneurial networks, which, as a rule, retain the organizational and legal forms of network partners and does not exhaust all of their varieties.

The tasks that business units set when they enter the entrepreneurial network can be the following: survival, increase in profits, further development.

The task of survival is set by the business unit in case of unfavorable changes in the factors of external or internal environment. In this case, the entry of the business unit into the entrepreneurial network should either avoid or minimize future losses.

The task of increasing profits is associated with a decrease in production and purchasing and marketing costs or with an increase in the production and sales of products of a business unit.

Task further development is associated with the choice of effective business strategies, the design of a new product or the development of new lines of business and the creation of a basis for its implementation.

The formation of an entrepreneurial network is relevant for business units of any

branches carrying out any kind of activity. At the same time, industry specialization determines the uniqueness of needs and opportunities in the interaction of relevant enterprises and organizations. Business units in the process of interaction carry out different kinds and methods of cooperation in order to achieve the set goals.

The whole variety of entrepreneurial networks in the modern Russian economy is different:

1) according to the purposes of creation:

Aimed at increasing the production efficiency of network partners;

Aimed at increasing sales efficiency;

Aimed at improving the efficiency of resource provision;

Aimed at improving management efficiency;

Aimed at improving the efficiency of research and development;

Aimed at getting more financial resources(access to investments);

Aimed at reducing risks, dangers, threats;

Aimed at strengthening competitive positions;

Aimed at strengthening the security of the entrepreneur and business;

Aimed at achieving several of the above goals;

2) by industry:

Entrepreneurial networks in industry;

Construction of other industries;

3) in the areas of interaction of network partners:

Production-cooperative;

Resource-cooperative;

Marketing-cooperative;

Managerial-cooperative;

Cooperated in the field of R&D;

Financially cooperative;

Complex-cooperative;

4) according to the degree of mutual participation in the capital of network partners:

With autonomous capital, without its consolidation;

With private pooling of assets of individual participants;

With the parent company holding a controlling, blocking or full stake in other participants;

5) by the level of corporate governance:

Networks in which network partners agree on elements, sections of their plans that are of mutual interest;

Networks in which network partners integrate individual functions (elements) of management on a contractual basis;

Networks in which network partners jointly implement a corporate program through certain centralized controls;

6) by the number of participants:

Medium;

Large;

7) by territorial location:

In one city (region);

In one region;

Interregional;

National;

International;

8) according to the integration tool:

Business units interact on the basis of contracts concluded between them;

Based on strategic agreements; based on targeted programs.

The enterprise network parameters must meet the following efficiency requirements:

1) the target orientation of the business network must correspond or be combined with the goals of business units, network partners;

2) industry affiliation an entrepreneurial network is determined by the specialization of its business units and must comply with the goals and objectives of its network partners;

3) the direction of interaction of network partners should provide the type and depth of cooperation necessary to achieve the goals of entering business units into the network;

4) the degree of mutual participation in the capital of the participants is associated with the personal strategy of the owner. A high degree of mutual participation reduces the freedom of action of network partners, partial mutual participation contributes to their cohesion.

In the context of the joint implementation of numerous complex projects, on which all activity is largely closed

network partners, mutual participation in their capital seems appropriate if:

1) the number of network partners is sufficient to solve their problems on the basis of maximum cooperation of their capabilities, limited in terms of the possibilities for effective coordination of their activities and management without creating special structures;

2) the state and size of the potential of the business network is determined by the local potentials of the network partners and the conditions of their cooperation. They must ensure the achievement of the set goals;

3) the territorial location of the business network ensures controllability or coordination, traffic flows that are affordable and reliable, and favorable external environment.

The process of forming business networks includes a set of management decisions and actions for their implementation, as a result of which several business units begin to function as network partners.

The process of forming an entrepreneurial network includes the following main stages:

1) identifying the problems of the business unit and creating opportunities to solve them within the network partnership;

2) formulation of the goals of entering the entrepreneurial network;

3) selection of network partners (or business network): whose goals are compatible or adequate, the parameters of which ensure effective cooperation and interaction of business units.

4) substantiation of the structure of the formed business network and methods of interaction, development and implementation of common management decisions (management and cooperation).

The foregoing characterizes the types and principles of the formation of entrepreneurial networks, which is the basis for their functioning and development in the modern Russian economy.

The growth of competition in the Russian market is gradually increasing the number of campaigns focused on long-term goals, using modern technologies, Western management standards and focusing on creating high customer value in order to preserve the

existing and attracting new customers.

Entrepreneurial intercompany networks have a good resource base, are focused on increasing profits, achieving a favorable market position for the company, as well as developing innovations. Long-term cooperation and experience gained as a result of regular interaction of business units of entrepreneurial networks allows them to study each other's needs and jointly solve market problems. At the same time, networks remain dynamic due to the need to find solutions that would suit each of their participants.

So far, entrepreneurial networks in Russia have been used mainly to solve tactical problems and create a strong market position for companies.

Network relations make it possible to unite their participants into a single technological complex and receive added value through the sharing of innovations at several enterprises. Combining the efforts of a group of enterprises in the development of innovations reduces the cost of each participant in their financing. Inter-firm relations also allow the participants to concentrate the resources of their participants on the development and implementation of innovations and distribute the jointly obtained benefits among all business units. At the same time, a firm producing high-tech products, as a rule, is central in inter-firm relations.

A special form of development of intercompany relations is the organization of business by large corporations in the form of a network of interconnected subsidiaries or completely independent firms. By acting as the central firm in the network, corporations thus form new centers of growth. The network form of business organization allows them to use the advantages of a small business to develop a large one. However, in Russia the development of this form of business organization is constrained by the reluctance of large companies to delegate their powers to network partners. Therefore, as an alternative, authoritarian holdings are formed, in which there is a single center and many independent from each other.

ha of business units capable of working in project mode.

New knowledge and innovation determine the competitiveness of enterprises, but in Russia, innovation activity is developing at a slow pace. The main factors limiting innovative activity Russian enterprises, are financial and organizational-legal problems. Among them is the lack of financial resources, limited investment, unfavorable conditions for long-term lending, imperfection of legislation in terms of guarantees to investors, legal regulation of relations regarding intellectual property, as well as the unsettled relations of enterprises with scientific organizations and venture structures.

Surveys conducted by the Center for Economic Research under the Government of the Russian Federation of 800 heads of enterprises in eleven industries confirmed the low level of innovative activity in the industry of most regions of Russia. More than 30% of business leaders do not see the need to innovate due to the low level of competition in the market. 60% of managers explain the innovative passivity of their enterprises by the presence of external difficulties. More than 90% of innovative projects are financed by enterprises from their own income. At the same time, the main source of innovation financing for 80% of Russian enterprises is their own profit. This is explained primarily by the lack of credit resources and budgetary investments.

The participation of the state in financing innovations and implementing their results is limited to 6-9% and tends to decrease. There are no tax and other benefits for enterprises implementing innovative projects. Bank loans are still inaccessible for most campaigns. Less than 10% of firms develop innovations together with foreign partners, introducing new technologies, machines and equipment. Only 3% of enterprises have gained access to new technologies from foreign partners, less than 5% have mastered new markets.

The share of spending on research and development in Russia's GDP is much lower than in development.

th countries. In terms of funding for science, Russia fell into the group of countries with medium and even low scientific potential. Currently in federal budget Russia accounts for 2% of the total expenditure on science. The state practically does not stimulate the development of innovative projects. The main innovation resources and innovation costs, according to experts, are concentrated in medium and small private firms, many of which have a mixed (with foreign) form of ownership. At the same time, intercompany relations are one of the mechanisms for transferring knowledge. Network links between firms that produce, disseminate and use knowledge, as a rule, make it possible to implement joint projects with less risk and cost, not only on a bilateral but also on a multilateral basis.

Thus, in the modern Russian economy, entrepreneurial networks serve as a convenient form for the implementation of innovations and innovative projects, as they allow combining the financial and intellectual resources of partners.

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Received May 7, 2014

BUSINESS NETWORKS IN MODERN RUSSIAN ECONOMICS. TYPES, PROCESSES OF FORMATION AND FUNCTIONING OF BUSINESS NETWORKS

Elena Gennadyevna KLIMCHUK, Tambov State University named after G.R. Derzhavin, Tambov, Russian Federation, Post-graduate Student, Political Economy and World Global Economy department, e-mail: [email protected]

The characteristics of business networks in the modern economics is presented. The concept of "business network", depending on the scope and form of economic relations business of business network, is given. Modern classification of business networks, differing objectives of the creation, by industry sector, in areas of interaction network partners by raising capital in network partners, the level of corporate governance, the number of participants on the territorial placement on tool integration is presented. The processes and stages of their formation, which include a set of management decisions and actions to implement them, which resulted in several business units begin to function as network partners are considered. The state of the conditions and problems of development of entrepreneurial networks in modern Russian economy is considered. So far business networks in Russia used to solve tactical problems and the creation of companies a strong position in the market. Today the network relationship can combine their participants into a single technological complex and receive added value by sharing innovations in several enterprises. Combining efforts with the group of companies developing innovation reduces the costs of each participant on their funding.

Key words: business networks; network partners; cluster; business unit; classification feature of enterprise networks.

The article discusses the author's approach to the construction and development of entrepreneurial networks through the prism of strategic partnership. Analyzed different approaches to the definition of entrepreneurial networks in the context of the globalization of the world economy and markets, updated conceptual apparatus. It is shown that entrepreneurial networks are currently one of the most common forms of integration interaction between economic entities in international economic practice. The classification of the levels of creating entrepreneurial networks is given. Particularly noted is such a form of network interaction of business structures as a cluster, in which each of the participants realizes its strategic goals, while the cluster is an innovative form. organizational culture, which allows network members to develop effectively based on the balance of economic interests of strategic partners. There is a lot of factual material in the work. Author's conclusions are supported practical example development of business networks in the field hotel business. The TOP-10 world leaders of hotel chains are shown.

network organization

entrepreneurial networks

strategic partnership

integration

hotel chains

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To date, a new trend has emerged in the world community "creation and development of entrepreneurial networks" - this is a new approach of firms to solving various problems with the rapid development of the world economy, markets, technologies, the emergence of new high-tech products, while improving integrated solutions in the modern economy, with high level risk in the market.

Companies create entrepreneurial networks (hereinafter - entrepreneurial networks, PS) in the format of strategic partnerships with suppliers, consumers, government and other organizations, various institutions, research centers, laboratories, and even with competing firms in order to increase the efficiency of the enterprise, reaching a new level of quality products, services, development and implementation of innovations on the world market, which cannot be achieved in conditions of direct competition. Based on the foregoing, we can conclude that the relationship between companies provides the formation of an entrepreneurial network in which the success of each unit depends on the success of the entire network as a whole.

Nowadays, there are very few studies on the creation, functioning and development of entrepreneurial networks.

Different researchers in the concept of "network" invest different meanings.

European scientists adhere to the concept of networks as a flexible structure, participation in which allows the company to achieve competitive advantages, while most American figures, on the contrary, tend to present networks as a stable structure controlled by a single center.

In American business, the concept of "network" is considered as a certain group of people with common or similar interests, interacting with each other, and maintaining informal contact for the purpose of mutual assistance and support for each other.

Participants in an entrepreneurial network interact about common business for more effective joint work, but the organizational, legal and economic content of this interaction is not yet clear.

The largest number of definitions of the network is based on the complete independence of the participants in network formations. However, on modern markets it is far more common for network participants to find themselves bound by financial obligations, ranging from joint ventures to holding part of a partner's capital, while remaining legally independent .

The most decisive approach to the interpretation of networks is reflected in Webster. The author equates networks with closed corporate structures: network organizations - corporate structures which are the result of numerous contacts with partners, relationships and strategic alliances. The main characteristics of the network are unity, a flexible and open coalition, led from a common center, in which the most important functions are concentrated, such as the direct management of networks, their development, financial function, coordination and technological development. The authority of the common center also includes the determination of the network strategy, the regulation of relations with consumers and the management of information flows linking the network.

This approach is opposite to the approaches of the authors of most definitions of network interfirm cooperation. Webster highlights on the web main organization, which builds a network and performs the role of a manager in it. Such a company is a network integrator, it has at its disposal key features and network resources, which allows it to take a dominant position in relation to other network participants and build network relationships around itself. In this approach, it is possible to apply strategic management methods to the network, all its participants are drawn to the "manager" who manages the network.

Study of various definitions of "network", "network organization", etc. shows that under the entrepreneurial network, most researchers understand the presence of a permanent, stable circle of autonomous independent firms (usually quite highly specialized) that perform various tasks necessary either for the functioning of the parent company in the market or the implementation of some unifying idea that they cannot implement separately . A network organization combines advanced technologies, traditions, resources, goals, experience and production capabilities of agents of an entrepreneurial network.

Today, entrepreneurial networks, along with syndicates, concerns, holdings, consortiums, business associations, franchisees, cartels, pools, virtual companies, trusts, strategic alliances, unions, complexes, industrial hubs, financial and industrial groups, contract groups, multinational companies, etc. .d., are one of the complex forms of metacorporation - the association of a certain number of business entities that do not have the status of a legal entity.

Many organizations, when they become part of industrial and economic associations, completely or partially lose their legal, economic and administrative independence. Various associations of organizations with a rigid hierarchical management structure (holdings, etc.) have a significant drawback - low flexibility and the inability to quickly and effectively respond to various changes in the market.

Organizations that have joined the entrepreneurial network are protected from such a shortcoming. Small and medium-sized businesses need such protection, they still have some freedom of action and unlimited rights.

The goals of the association are: competitiveness in the market, development in all areas of activity, a successful position in the market, development and work with innovations.

The main priority in the creation of entrepreneurial networks is the solution of the problems that arise before its participants on the basis of their full interaction; improving the efficiency of the activities of organizations included in the network; obtaining a synergistic effect.

The main prerequisites for the creation and development of entrepreneurial networks, which increase their attractiveness, are:

The presence of common goals for all network participants;

Mutual interest of all partners in the results of activities;

Monotony of dominant concepts and current tasks;

Detailed study of projects and rationality of decisions on its organization;

Collective solution of problems related to all partners of network formations;

Availability of management centers that guarantee the coordination of actions and decisions of all partners;

Free entry into the business network on mutually beneficial terms;

Timely and indispensable fulfillment of obligations agreed with the overall strategy and assumed by each member of the network;

Constant communication between partners, constant and timely response to changes in the external and internal environment.

The stages of the formation of an entrepreneurial network, as a rule, begin with an analysis of the prerequisites for the integration life of a business unit. In our opinion, it is necessary to consider the prerequisites for combining entities into an entrepreneurial network, rationally, based on:

Obtaining and evaluating data on the preferences and socio-psychological state of the owners (management) of an economic entity;

Obtaining and evaluating data on socially oriented dangers of the external environment (and its trends);

Obtaining and evaluating data characterizing the main technical and economic indicators of an economic entity, its profitability (and its trends).

The study of the theory of entrepreneurial networks, the study of existing models of their functioning made it possible to distinguish two organizational models of an entrepreneurial network: horizontally and vertically integrated entrepreneurial networks.

1. Vertically integrated networks on the principle of "technological chain" unite autonomous economic entities. At the same time, one of the network subjects plays the role of a manager: organizes current activities, generates strategic plan network development.

That is, an entrepreneurial network is formed around a large company. In this case, the parent company - the center of the network - concentrates smaller firms around itself, entrusting them with the implementation of certain types activities. The predominant position in various business operations is predominantly occupied by big company, being a customer, and the network becomes hierarchical. As a rule, in this situation, small companies quickly fall into submission to a more powerful partner.

To give an example, in the 1990s, the American automobile manufacturer Chrysler created an “extended enterprise” model, including independent suppliers of parts and equipment with whom the company had stable long-term ties. Corporate documents defined the "new" Chrysler as "a consolidated group of suppliers and buyers who work together to maximize efficiency in vehicle model development and minimize total costs to maximize product value to the end consumer." As part of long-term agreements with these suppliers, Chrysler created structures for the joint management of resource flows, built communication systems, coordinated schedules and supply logistics. Through the partner network, innovative experience in organizing production was quickly transferred, there was an exchange of personnel, knowledge, and experience. Fundamentally new decisions were made on the location of production facilities in relation to proximity to partners. As a result, the development time for new models was reduced, and production capacities were loaded more efficiently. Similar examples - Japanese company Toyota, an alliance between home appliance manufacturer Procter & Gamble and largest network supermarkets Wal-Mart and others. A key factor in making strategic decisions about forming alliances is the ability to reduce transaction costs. General Motors is the largest American automobile corporation. It has established an extensive business network with automotive companies and suppliers in Europe, Asia, North America. Some of them controlled the exchange of technologies, others were supposed to improve the promotion of products to the markets of other countries, others were called upon to improve production methods, fourth - to update and expand the range, etc. With the help of a well-built entrepreneurial network, General Motors has established production in 35 countries, sales in 192 countries and for 77 years (until 2008) was the largest car manufacturer in the world (in 2008 - Toyota, and since 2009 - Volkswagen) . According to the results of 2011, the concern again became the largest automaker in the world, although in May 2012 it again gave way to Toyota and Volkswagen.

In Russia, the progress of this form of organization of business networks is hampered by the avoidance of large entities from delegating their functions to partners. As a result, as an alternative, authoritarian holdings arise, which are distinguished by the presence of a single core and many autonomous business entities capable of working in a project mode.

2. Horizontally integrated networks are an association of business units that manufacture similar products and operate on the same market of various ancillary industries, parts of the infrastructure operating within the business network on the principles of outsourcing. In this case, the management of the network is carried out by a collegial body - the board of directors, which also manages the current activities and develops a strategy for the development of the PS.

A network of organizations of similar size. Most of the networked companies are independent from a legal point of view, but maintain mutually beneficial stability in each other's business. economic plan. Some areas of activity when companies are combined into a network can be transferred from one network member to another, specializing, for example, in the provision of raw materials and materials, after-sales service of products, marketing research, selection of personnel and improvement of their qualifications, marketing research. Under the conditions under consideration, the entrepreneurial network is managed by the presidential council (board of directors), which includes directors of the most important network enterprises, owners, investors, etc.

Consider the example of an entrepreneurial network at the global level.

In September 1991, an entrepreneurial network began to form between Apple Computer, IBM, and Motorola.

IBM offered cooperation to Apple in the creation of single-chip processors. After that, Apple offered to join this network of Motorola (Apple was a major customer for Motorola), believing that it was capable of producing more microprocessors than IBM. Then this tripartite network was nicknamed AIM (Apple, IBM, Motorola).

As a result of joining the network, everyone benefited:

IBM received a single-chip processor with minimal cost, which was the purpose of networking;

Apple received one of the most powerful RISC processors on the market and free advertising in publications as the IBM name;

Motorola received a state-of-the-art RISC chip at no cost, with the ability to market it to Apple and IBM as well.

Consider an example with the participation of Russian organizations.

Transaero Airlines announced the formation of a new aviation alliance, organizing a network with several airlines: Ural Airlines, Krasnoyarsk Airlines, Eryo Kazakhstan Group and the American Continental Air Lines. The organized network provided for the sharing of routes and the sale of tickets at special prices, which created comfortable conditions for its passengers - now they could spend minimal time between flights and save money.

In addition, in practice there are so-called combined business networks that combine the features of vertically and horizontally integrated business networks.

In a combined (vertical-horizontal) entrepreneurial network, both companies participating in separate stages are combined technological process, and companies that produce the same products, engaged in auxiliary production, providing services to network members.

One of the modern examples of an entrepreneurial network is a cluster that has all of its features. In this case, the business network is a virtual integrated structure. However, all financial decisions are made collectively on the basis of local compromises between cluster members, which is also typical for an entrepreneurial network.

The decision to create a network is not always simple and obvious. Despite successful development, inter-firm partnerships, in fact, remain controversial. They simultaneously manifest the features of both the firm and the market. On the one hand, entrepreneurial networks behave like a single firm, partners jointly coordinating strategic actions and collective decisions. On the other hand, the competitive mechanism of the market continues to operate within the network. The success of the result depends on many factors: the choice of the level of association, the compatibility of strategic interests, the maturity of the industry, and even, not least, the commonality of cultural characteristics.

Based on the foregoing, it is possible to classify the levels of creating entrepreneurial networks (Table 1). The table shows that entrepreneurial networks can be of three levels.

Table 1

Classification of the levels of creating entrepreneurial networks

creation of PS

Classification criteria

Business level

Compatibility of strategic interests (technological, marketing)

Pirelli Tires + Cooper Tire

(tire industry)

(cars)

Forms of ownership

(agreements, joint ventures, partnerships,

trade associations, franchising, licensing)

Citigroup + Oracle Corporation

(without participation in ownership)

Express + Banksys + ERG + Interplay

(joint venture)

Interaction mechanism

(bilateral, multilateral)

Microsoft + Motorola

(double sided)

(network)

Industry level

Industry structure

(intra-industry, inter-industry)

Pirelli Tires + Cooper Tire

(tire industry)

Cisco Systems + Cap Gemini

(intersectoral)

Industry maturity

(origin, rapid growth, maturity, contraction, decline)

Cisco Systems + Motorola

(fast growing)

(mature industry)

International level

Country affiliation

(national and international)

CiscoSystems + PeopleSoft (USA)

SAS (Scandinavia) + Lufthansa (Germany)

Cultural characteristics

(sociocultural identification)

(Japanese cluster + English)

As an example, it is appropriate to cite hotel chains that began to appear in the world in the early 30s of the 20th century. Chain hotels are the most popular with customers, because for famous brand there is always a guarantee of reliability, comfort and high quality service.

In table. 2 shows the TOP-10 world leaders among hotel chains in 20121.

table 2

TOP-10 world leaders among hotel chains (2012)

Hotel chain name	Number of hotels	Number of rooms	Owner country
InterContinental Hotels Group
Hilton WorldWide

Wyndham Hotel Group

Choice Hotels International
Starwood Hotels & Resorts

Carlson Rezidor Hotel Group
Hyatt Hotels Corporation

conclusions

1. Most firms enter into an entrepreneurial network to increase competitiveness. This is advisable only while maintaining individuality, otherwise the firm may fall into a position of ignoring its interests for the sake of other network participants.

2. The main reason for the entry of a business unit into the network is the presence of problems that can be most effectively solved together with network partners.

3. When entering the entrepreneurial network, each business unit reveals its economic potential, the emergence of new management ideas and decisions is activated, and in the entrepreneurial network it turns out synergistic effect from the pooling of all the resources of the participants in the network.

Reviewers:

Terentyeva T.V., Doctor of Economics, Associate Professor, First Vice-Rector, Head of the Department of Economics and Management, Vladivostok State University of Economics and Service, Vladivostok;

Vorozhbit O.Yu., Doctor of Economics, Professor, Head of Department international business and Finance, Vladivostok State University of Economics and Service, Vladivostok.

The work was received by the editors on December 29, 2014.

Bibliographic link

Masyuk N.N., Kulik D.G. STRATEGIC STAKEHOLDER PARTNERSHIP: ENTREPRENEURIAL NETWORKS // Basic Research. - 2014. - No. 12-10. – S. 2179-2184;
URL: http://fundamental-research.ru/ru/article/view?id=36548 (date of access: 01/15/2020). We bring to your attention the journals published by the publishing house "Academy of Natural History"

Entrepreneurial networks, alliances

An important form of enterprise integration is entrepreneurial networks and alliances (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 performs its specific role in the network. The companies included in the group are considered as subjects of economic relations and partners in the system of interacting organizations. This is a fairly stable, flexible structure that affects the performance and management system of its constituent organizations, allowing them to coordinate their actions, attract new partners and even compete with each other. Their union is based on a combination of means formal control contractual relations and informal exchange of services.

Here are some examples showing different reasons and forms of unions.

On the basis of cooperation agreements (joint activity agreements), OAO Lukoil and AO ZIL signed an alliance to develop 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 the production of the Oka small car at the KamAZ site.

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

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

The urgent need for strategic alliances, partnerships and joint ventures is being experienced in the oil and gas business Russian Federation, especially in connection with the intensification of the development of new deposits. An example could be the organization of the development of oil fields in the Northern Caspian in recent years. It is known that until the early 1990s, this zone was little explored, and only one major oil company, Lukoil, declared the Caspian 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 has built capacity for exploration drilling. In 1997, the first federal tender for the development of the subsoil of the Severny block was announced, which was won by Lukoil, and in mid-1998, Gazprom, Lukoil and Yukos discussed the idea of creating a joint venture with equal shares for the study of the Russian sector. In mid-2000, almost 50% of all Russian oil and gas companies who began to actively join forces with other partners. Thus, in April 2000, the Tatneft oil company entered into an agreement on strategic partnership with Kalmykia for a period of 25 years. The companies intend to create a joint venture "Kalmtatneft" for the development of Kalmneft's fields on the basis of Tatneft's technologies and offshore fields adjacent to the republic (Oil and Capital, 2000, No. 6, p. 66).

Entrepreneurial 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 businesses is dictated by their characteristics as objects of management compared to organizations of a larger scale. The development of integration processes enhances the interaction of small business structures with each other and with organizations in the corporate sector of the economy.

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

As such areas that unite companies into unions, there may be: the production of goods for the home; various industries related to healthcare, household products, etc. As foreign and domestic 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 (see Porter M. International Competition, Moscow, 1993, p. 173).

Studies show that in network unions there is a shift in emphasis from considering the company as an independent economic unit that forms its development strategy on the basis of coordination internal resources with the state of the external environment, to the analysis of the system of interacting firms as a single market formation. And this leads to a new interpretation of the company, market relations at the level of specific economic relations, management methods. A system of relationships is formed between partners in the 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 activity of each participant is built into the network and is 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 relations between organizations (Tretyak O. A new stage in the evolution of the marketing management concept / / Russian Economic Journal, 1997, No. 10, pp. 78-79).

So, in May 2000, the management of Alitalia and KLM airlines announced the collapse of the most integrated alliance in aviation, which bordered on the union. The breakup was initiated by KLM, which cited difficulties at Milan's Malpensa airport (the hub for the new alliance) and the pending privatization of the Italian carrier as the main reasons. A decision was made to completely stop joint work on August 31, 2000 and to close from September 1 all flights previously operated under single codes. Former partners are discussing ways to recoup the €100 million KLM has invested in Malpensa and are negotiating with third parties to join existing alliances (Air Transport Review, May-June 2000, p. 2).

Ideas for creating business unions are being discussed at diversified state-owned enterprises Russian Federation and in a number of new private firms that see an opportunity in this way to concentrate their activities on priority areas, and to transfer other 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 becoming business network we can cite the company INEC (Information-Economics), which for 10 years of work has taken a strong position in the market information technologies and consulting services, primarily through the formation of a wide business network. The parent company, INEC, initially specialized in consulting services, but soon the development of computer programs became its main activity. This led to the need to form a reliable circle of partners, which eventually included: computer technology, VNIIESM, auditing company, INEK-Stroy. This group represents the basic service platform. At the same time, the company is developing its partner network, which includes over 100 companies, among them - powerful competitors of INEK, cooperation with which is equally beneficial for both parties. An important factor in the group's competitiveness is the number of its partners and clients of reputable organizations (banks and well-known industrial enterprises) and state institutions of the Russian Federation (ministries and the Central Bank).

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

The effectiveness of the network organization is achieved through the mutual enrichment of the group's intellectual potential in the development of joint projects, when the mass of know-how is multiplied in various areas - algorithms, techniques, 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, can hardly be controlled by it; at the same time, resources and activities that were previously considered external actually form integral part the organization itself, subject to its influence and control.

Contractual relations are a more reliable way to eliminate uncertainty and get the opportunity to plan your activities, which has become widespread in the economies of the developed countries of the world. In the early 1990s, more than 2/3 of all commodity transactions in the Western world were of a contractual nature. The farmer mentioned above, like another small entrepreneur, is not in a position to implement vertical integration and, moreover, monopoly control over the market. It also lacks the ability to fully implement the entire marketing process, from costly market research to high-profile advertising campaign. But the contract may turn out to be a useful and effective form of overcoming uncertainty for him, as, indeed, for an enterprise of any type and scale of activity.

The meaning of contractual relations lies in the fact that a potential manufacturer first finds a buyer for the product that he is able to produce, and then, after appropriate preparation, produces the goods. Deal between potential buyer and the seller draws up a contract that sets prices and volumes of supplied or purchased products for a sufficiently long period of time.

Contract beneficial to both parties to the transaction. On the one hand, the risk of producing a product and not selling it is significantly reduced. The contract allows you to draw up preliminary plans for production and providing it with the necessary resources, and big firm- plans for scientific and technical research. On the other hand, the a priori nature of the transaction makes it possible to take into account the needs of the consumer most accurately and subtly. For changing mass production comes the release of products for individual orders. Possibility of accounting individual characteristics customer in high-tech production allows the use of flexible, easily reconfigured (modular) equipment, computer systems. The first samples of products produced by individual orders appeared in the automotive industry. On a single production line, each machine is assembled and equipped differently - in accordance with the tastes of the future owner: the number of options for types of finishes and equipment reaches many hundreds.

At the same time, just like other ways to increase the limits of planning, contracts are not an absolute and universal remedy, since they do not eliminate the risk associated with non-fulfillment of obligations by one of the parties. The reasons for non-fulfillment are the impact of all environmental factors, including natural and political disasters. Traditionally, large firms are more reliable partners.

Entrepreneurial networks

Firms can reduce the uncertainty of the external environment, using, in addition to contracts, such a form of interaction as entrepreneurial networks. The latter unite firms that are economically interested in each other, on the basis of flexible relationships and cooperation built on trust. From vertical integration, such as those based on rigid hierarchies, entrepreneurial networks are distinguished by the independence and freedom of action of each of the links in the network. Business member firms retain their economic and legal independence. Relations within the network differ from ordinary market transactions in that they are supported not by the forces of law, but by moral and ethical standards, relationships of trust and interest.

The initial basis for the formation of a network is a single technological or commercial chain that unites firms, or subcontracting relationships. Networks allow you to take advantage of vertical integration and at the same time retain the benefits of a flexible structure that adapts well to changes in the external environment.

The specific advantages of networks include: the rapid dissemination and creation of new information necessary for the company, the application of innovations, the distribution of risk between network participants.

What are the prospects for entrepreneurial networks in the Russian economy? They are problematic in the short term, at least on a large scale. Indeed, the existence of such networks is based on the mutual trust of entrepreneurs, their readiness to open action and exchange of reliable information. And in an unstable environment Russian market quite characteristic is the desire of many entrepreneurs to use the temporary advantages provided by a specific situation to the detriment of partners.