Organizational and legal forms of inter-organizational integration. Causes of the creation and advantages of entrepreneurial networks and unions Business Union of Companies of Companies in certain territories

Causes of the creation and benefits of entrepreneurial

networks and Unions

Companies included in the group are treated as subjects of economic relations and partners in the system of interacting organizations. This is a sufficiently stable, flexible structure that affects the results of the activities and the management system of incoming organizations in it, allowing them to coordinate their actions, attract new partners and even compete between them. Their union is based on a combination of funds for formal control of contractual relations and informal services.

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

On the basis of cooperation agreements (joint activities) between OJSC LUKOIL and ZIL JSC, the Union was concluded in order to develop new species of fuel and lubricants for use in the production and operation of the car ZIL.

Two auto plants (KAMAZ and VAZ) voluntarily decided to focus the production of "Oka" small tramps on the Kamaz site.

The entrepreneurial union was created on the basis of enterprises, including the assembly plant, design bureau and plants for the production of components used in the production of IL-86 wide-body airplanes.

The creation of a new aviation alliance announced the Transaero airline, which signed the agreement with the Krasnoyarsk Airlines, the Ural Airlines, Erio Kazakhstan Group and the American "Continental Erzynz". The Union provides for the mutual use of networks of routes and sale of tickets on special tariffs. This allows passengers to spend the minimum time on the docks of flights to 25 cities of the United States and other countries.

The urgent need for the creation of strategic unions, partnerships and joint ventures is tested in the oil and gas business of the Russian Federation, especially in connection with the intensification of the development of new deposits. An example may be the organization of the development of oil-bearing deposits of the Northern Caspian in recent years. It is known that until the beginning of the 1990s, this zone was little divorced, and only one largest oil companies "LUKOIL" declared the Caspian zone of its strategic interests. Since 1995, she has spent tens of millions of dollars annually to carry out seismic work in the Russian sector and created power for search drilling. In 1997, the first federal tender for the development of the North Block's subsoil was announced, which LUKOIL won, and in mid-1998 Gazprom, LUKOIL and YUKOS discussed the idea of \u200b\u200bcreating a joint venture with equal shares For the study of the Russian sector. In the middle of 2000, almost 50% of all Russian oil and gas companies that began to actively unite efforts with other partners have already stated on readiness to master the resources of the Caspian. Thus, in April 2000, the Oil Company "Tatneft" concluded an agreement on strategic partnership with Kalmyki for a period of 25 years. Companies intend to create a joint venture "Kapmtatneft" to develop the Kapmneft deposits on the basis of Tatneft technologies and the shelf fields adjacent to the Republic (Oil and Capital, 2000, No. 6, p.

A significant role is played by entrepreneurial unions in the activities of small businesses, which increasingly declares itself as a significant component of 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 of both management facilities compared with larger scales. The development of integration processes enhances the interaction of small economic structures among themselves and with the organizations of the corporate sector of the economy.

Especially great benefits provide entrepreneurial unions of companies united in clusters (or that the same, group, bushes) in certain territories, which provide them with certain competitive advantages (for example, the necessary infrastructure, communications and telecommunications, equipped production areas and t. n.). Large industrial zones located in cities or other administrative-territorial units can be used as such territories and having free power in connection with the restructuring of the domestic economy. It is here that it is advantageous to create clusters of companies in which the critical mass of professionalism, art, infrastructure support and information relationships between companies of a particular sphere (area) of activity can be concentrated from the very beginning.

As such areas, uniting companies in alliances, can act: the production of goods for the house; Different industries related to health care, with the production of household products, etc. As a foreign and domestic experience shows when a cluster is formed, all produced in it begin to provide mutual support in it, free exchange of information is enhanced and the distribution of new ideas and products accelerates through the channels and consumers who have contacts with numerous competitors (see Porter M. International Competition. M., 1993, p. 173).

Studies show that in the network unions there is a shift in an emphasis with consideration of the company as an independent economic link, which formulates its development strategy based on coordination of internal resources with the state of the external environment, to analyze the system of interacting firms as a single market education. And this leads to a new interpretation of the company, market relations at the level of specific economic relations, management methods. There is a system of relationship between partners in the network, which links their resources, and in the interests of the network, they can mobilize and share resources belonging to individual organizations. Thus, the activity of each participant is embedded in the network and is determined by it as a holistic education. 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 (Tretyak O. A new stage of the evolution of the marketing concept of management // Russian Economic Journal, 1997, No. 10, p. 78-79).

So, in May 2000, the management of Alitalia and KLM airlines reported the decay of the alliance integrated in the aviation, which bordered with the merger. The initiator of the rupture of relations was KLM, which put forward the difficulty at the airport of Milan MalpenSa as the main reasons (knotted for the new alliance) and the postponed privatization of the Italian carrier. A decision was made on the complete termination of collaboration on August 31, 2000 and on the closure from September 1, all flights that were previously implemented in single codes. Former partners are discussing the ways of returning 100 million euros, which KLM has invested in the development of Malpensa, and negotiate with third parties about accession to existing alliances (air transportation, May- June 2000, p. 2).

The ideas of creating entrepreneurial unions are discussed at the diversified state-owned enterprises of the Russian Federation and in a number of new private firms that see the opportunity to concentrate their activities in priority areas, while other activities convey to external performers who will cope with them more successfully internal units. The need to create entrepreneurial networks understands many director, concerned about how to connect and withdraw on the overall end result of the entire chain of interrelated enterprises.

As an example of the formation of a business network, it is possible to bring INCA ("Information-Economics"), which for 10 years of work has taken a strong position in the information technology market and consulting services, primarily due to the formation of a wide business network. The basic company INCs first specialized in consulting services, but soon the main type of activity was the development of computer programs. This led to the need to form a reliable circle of partners, which in the time they were included: Institute of Computer Technologies,

VNIIESM, audit company, INEK-STROY. This group is a basic services platform. At the same time, the company develops its affiliate network, which includes over 100 companies, and among them are powerful ink competitors, cooperation with which it turns out to be equally advantageous for both parties. An important factor in the Competitiveness of the Group is the presence of authoritative organizations (banks and well-known industrial enterprises) and public institutions of the Russian Federation (ministries and central bank) as part of its partners and clients.

According to the leadership of INEK, the main competitive advantage of the group is universalism in combination with a deep specialization. Thanks to the network organization of activity, INEK is a kind of "supermarket" whose buyers can find everything you need plus additional services at any point in the country.

The effectiveness of the network organization is achieved by mutually reducing the intellectual potential of the Group in the development of joint projects, when the mass of know-how in various directions - algorithms, techniques, type solutions increase.

All this affects the management system of each organization, especially since its borders change the usual outline, and the concept of the external environment is blurred. In the formation of the management strategy, each organization faces the fact that some resources and activities, usually considered as internal, can practically be controlled by it; At the same time, the resources and activities previously considered external are in fact form an integral part of the organization itself, it is amenable to its influence and control.

Characteristic features of network formations

Characteristic features of network formations that need to be considered in the management process are presented in Table. 2.6, where four sustainable signs of entrepreneurial networks are highlighted and disclosed as management facilities: the system of values, organizing and management interaction, advantages and disadvantages compared to other integration forms.

Network Education Management Principles

The listed characteristics of network formations should be taken into account when forming a control system. They are reflected in the theoretical substantiation of the allocation of the three main principles of network management:

network culture,

reciprocity,

The use of these principles is explained by a sharp increase in the role of adopted rules of the game, compliance with the characteristic features of network formations. Characteristic features The content of the signs of the entrepreneurial network 1. The value system is a special atmosphere of mutual trust; mutual obligations; mutual support; mutual consent of participants in compliance with group interests 2. Organizational and management interaction Allocation of the governing link based on consensus; allocation of responsibility between all links; lack of centralization of management; free competition between participants for the expansion of their share in the total sales volume; Organizational and coordination activities to increase the competitiveness of the network as a whole. 3. Advantages (strengths) Reduction costs for conclusion of transactions; Reducing production costs based on specialization, labor separation and concentration of participants on key types of operations;

expanding access to advanced technologies and information; Accelerating the introduction of innovations and entering new markets;

reducing the risk of innovation. Refusal of formalization and bureaucratization. 4. Disadvantages (weaknesses) lack of material and social support for their members due to the refusal of long-term contractual forms and ordinary labor agreements;

preference for specialization and concentration on key types of competence in contrast to universalization; excessive dependence on personnel and risks associated with personnel fluidity;

the heterogeneity of the network composition, uncertainty in planning. Source: Russ M. Borders of the "limitless" enterprises: Prospects for network organizations // Problems of the theory and management practices, 1997, No. 1, p. 94; Shulus A. Formation of a system of support for small businesses in Russia // Russian Economic Journal, 1997, No. 7, p. 94.

requires the development of common values \u200b\u200band unity of interests, the development of bilateral cooperation bonds (generating equilibrium reciprocity in relations) and the formation of trust relationships. But one thing is to formulate the principles, the other is to realize them in the daily struggle of companies for survival. After all, the temporary nature of the network education does not allow for the fact that today's partners may be competitors tomorrow. It must be remembered that the education of entrepreneurial networks led to the emergence of a new, more stringent form of competition between groups.

As an illustration, we give such an example from foreign businesses. Recently it was announced that the South Korean Conglomerate Daewoo and General Motors signed an agreement on the strategic alliance, as a result of which the American auto-giant gets access to the Korean market, and the Korean company will be able to fix his difficult financial situation. In the past (from 1978 to 1992), they were already partners of a joint venture, closed as if due to disagreements in sales and investment strategy. Becoming after that irreconcilable competitors, they used all the means to get around each other in the sales market. Now Daewoo agrees to sell the American partner share of shares in a number of its enterprises (Express, February 9, 1998, No. 5, p. 56).

Virtual Corporation Management Features

The integration of companies integrated on the basis of modern information systems allows you to create a so-called virtual corporation. Most often, independent companies (suppliers, customers and even former competitors) are included in this network on a temporary basis in order to mutually use resources, reduce costs and expand market opportunities. The technological foundation of the virtual corporation is information networks that help to unite and implement a flexible partnership on "electronic" contacts. As a rule, they widely use the Internet capabilities, which in recent years has been developing unprecedented high rates, as evidenced by statistics: In 1994, America Online, which provided the popularity of The World Wide Web, had 712 thousand subscribers, in 2000 - - Over 21 million

What are the benefits of networks? First of all, this is what they provide a link between all. This is their difference from the hierarchical connection, where the formal communication channels operate, according to which information from the manager is transferred to the subordinate and back. With network connections, this hierarchy seems to disappear, the rank is unclear, work is carried out in brigades, which are often formed from employees of various departments. Therefore, it is so important to form informal communications and not adhere to the formally established rules. The main factors of virtual cooperation are:

confidence of people to each other as a powerful business development factor;

the competence of participants (to do well) and the creation of informal teams from competent people;

formation of a common mission.

We give examples of implementing these rules. In the current periodical, it was announced the creation of a virtual network alliance in the form of a new site dedicated to the bookoint of air tickets and other aspects of the organization of aircraft. We became partners over the network of the main European airlines (including Aer Lingus, Air France, Alitalia, British Airways, Klm, Lufthansa, etc.), which are calculated over the next two years to capture a significant part of the on-line sales in Europe. According to the new leader of the British Airways airlines, the appearance of a new site will fundamentally change the balance of strength on the online sales market, since no other source can offer passengers and agencies as low prices. It is also important that the cooperation will be involved in other sectors of the travel market, the volumes of which in the next five years will increase by 3.5 times. By lower prices, on-line sales will significantly expand the framework of solvent demand, and this is very important, since now wealthy customers are used in this type of service (air transportation, May-June 2000, p. 8).

According to many leading management specialists, the development of network connections between organizations belonging to a virtual corporation may have their consequences to revise the traditional borders of enterprises, since with a high degree of cooperation it is difficult to determine where the other company ends and starts.

Organizations are the primary cells of the social device, playing a key role in all spheres of vital activity, and, first of all, in economic and social.

Characteristic features of each organization as an object of management affect the construction and operation of the management system and efficiency. These characteristics are changing under the influence of internal and external factors, between which there is close mutual influence.

The integration of organizations is the most pronounced tendency manifested in the creation of powerful corporate and network formations, radically changing conditions and the depth of the competitive struggle in the market and have a significant impact on the work of each partner. In recent years, there has been a tendency to increase the role of business networks, which in transitional conditions allow organizations to quickly increase their production and innovative potential.

Joint Enterprise (SP) - this is an enterprise, a corporation or other association formed by two or large number of legal entities and individuals who have united efforts to create a long-term profitable business. The establishment of a joint venture is based on a contract defining the rights and obligations of partners in relation to each other and before third parties. Joint ventures can also be created only by national or foreign companies.

The international joint venture is the company (firm), which is in the joint ownership of two or more owners (legal entities) from different countries. Such enterprises were distributed in Russia in the early 1990s. In those years, the joint venture was often mistakenly considered the organizational and legal form of business, while a joint venture is only the reflection of the essence of international business operations, and the organizational and legal framework may be any (limited liability company, joint-stock company, etc.).

Vain signkom SP - joint property of partners for the final product. This feature is distinguished by a joint venture from the organizational design of other international business operations, it also determines the procedure for calculations between partners.

SP - the only possible shape of joint ownership of the means of production; Such enterprises are essentially focused on mutual interest and mutual desire of partners to efficient and long-term cooperation. Any other international business operations (import-export contracts, cooperation agreements, rental equipment abroad, and license trade, franchising) are oriented for certain periods of action, sometimes relatively short. The creation of the joint venture allows you to solve many problems related to standardization and certification of production, logistical support, overcoming existing export restrictions in many countries.

Important motives for the creation of joint ventures are the difficulties of independent access to foreign markets, insufficient knowledge of a foreign economic environment and the need to unite the efforts of partners in the face of growing economic uncertainty.

Foreign companies, attracting local capital when establishing a new enterprise on the territory of another state and seeking to establish good relations with local authorities, get out of national feelings and reduce the sharpness of criticism in their address. It helps them reduce the danger of nationalization or expropriation, as well as the possibility of establishing control over sales in the local market. When creating a joint venture, the risk of a foreign investor is significantly lower than when buying a foreign company or creating a branch (representation).

The factors listed above are very important, but the main motive of joint ownership of property abroad is still in the desire to obtain and strengthen the synergistic effect, that is, the complementary action of the assets of two or several companies in different countries. The total result in this case is much higher than the sum of the results of individual actions of companies.

In some cases, companies are forced to unite resources to combat larger and powerful competitors. Sometimes to reduce costs, inevitable in the opening of new enterprises, groups of foreign investors create joint ventures in third countries. For example, Ford (USA) and Volkswagen (Germany) created AUTOLATINA joint venture in Brazil to assemble cars.

The creation of a joint venture is often connected with the long search for a suitable partner, complex calculations of the project's effectiveness, coordination of solutions and technical policy issues developed jointly with the foreign partner.

The goals of joint venture may be different. The main ones are:

obtaining modern foreign technologies, overcoming the barriers of protectionism in international technologies;
improving the competitiveness of products and expanding its exports, as well as access to the external market through the study of the specific needs of foreign markets, carrying out a set of marketing measures, organization of production in accordance with the quality of the world market, and with the standards adopted in countries where it is planned to be implemented Its sales, as well as entering the markets of countries that apply hard trade protectionism and restrictions on foreign investment without the participation of local companies;
attracting additional financial and material resources, the ability to use resources of one of the founders of the joint venture at relatively low prices;
reduction of costs due to the use of transfer (intra-profitable) pricing, saving sales costs;
improving material and technical support by receiving scarce material resources from a foreign partner, semi-finished components.

Joint enterprises differ by type depending on what purpose they are created and how they are managed. Accordingly, five main signs characterizing the joint venture can be distinguished:

location of the joint venture and its founders. Joint ventures are created by companies both and different countries. In the sign of the belonging of the founders of the joint venture to various countries, the following combinations can be distinguished: industrialized countries - industrialized countries, industrialized countries - developing countries, developing countries - developing countries;
form of ownership of CREABLE SP. It is possible to highlight the joint venture with the participation of private capital, with the participation of private firms and state companies or organizations, as well as with the participation of national and international organizations;
the share of participation of partners in the capital of the joint venture. Joint ventures can be created on parity principles (equal to the participation of partners in the capital of the joint venture), with the prevailing participation of foreign capital and with a smaller share of the participation of a foreign partner. Until recently, the tax benefits of the joint venture were provided depending on the share of foreign capital in the SP statutory fund;
kind of activity. Depending on the targets of partners, it is possible to talk about the joint venture, a manufacturing, procurement, sales, complex joint ventures;
the nature of the participation of partners in the management of the joint venture. In some cases, partners are actively involved in management, together form a market strategy and solve technical issues. In other joint ventures, the partners are reduced to passive participation in financing capital investments, the acquisition of large stakes, but without any participation in the process of operational management.

A joint venture, which has gained widespread in the field of international business, has a number of important advantages. These include:

orientation for the long-term cooperation of the parties in certain areas of economic activity;
association of ownership of partners (cash, buildings and structures, machinery and equipment, intellectual property rights, etc.) to achieve a common goal;
joint formation of authorized capital;
the possibility of integrated use of the efforts of partners in the interaction in the premature, industrial and sales spheres;
combining complementary elements of productive forces belonging to partners;
achieve a synergistic effect;
a low need for cash in cash in the implementation of investments. Often a more substantial contribution to the authorized capital of the joint venture are licenses for technology, etc.;
participation in the profits of the joint venture, obtained through the use of new technologies, production, works, services;
the distribution of the joint venture between the founders is, as a rule, in proportion to their contribution to the authorized capital;
reducing the cost of production of products coming from the joint venture of a foreign company - a partner in cooperative relations;
the formation of the management bodies of the joint venture (Board of Directors, Management Board), not dependent on the bodies of the management bodies - the founders of the joint venture;
relative savings on administrative, managerial and sales expenditures compared with the relevant expenditures when opening up abroad enterprises fully owned by foreign investors, as well as representative offices and branches of foreign legal entities;
replenishment of missing production facilities at the expense of partner enterprises;
joint risk burden and joint limited partner liability.

Along with this, the joint venture has its drawbacks. The most difficult problem is relationships with partners. As practice shows, the problems of this kind appear in most of the newly created and long-generating joint ventures. Direct leadership of economic activities, solving problems of strategy and tactics can be carried out only with regard to the opinion of all partners. The development of a joint concept often requires long coordination. Conflicts between partners are, as a rule, with the distribution of profits, the unequal activity of partners, the desire of one of the partners to more actively participate in the management of the enterprise.

Abroad, the joint venture is created on a pair of two or several national companies (although they can usually be among them) usually for a short time for the production of any products. For these companies, a narrow product range is characterized, a short period of existence, and a foreign participation is not necessary.

Structure of the economy, i.e., the quantitative and qualitative ratio of enterprises and organizations of different types and destination is very important for its effective functioning and development. Under the influence of changes in global practice, new forms of integration of organizations appear, which increases their competitiveness. The formation and strengthening of corporate structures is one of the most important trends in the development of the economy. Financial and industrial groups, entrepreneurial unions continue their development.

Financial and Industrial Groups Combined industrial enterprises, research organizations, trading firms, banks, investment funds and insurance companies. The main objectives of such integration are self-testing, a decrease in transaction costs, timely renewal of production assets. As a rule, in the framework of the financial and industrial group, investment resources are concentrated in priority areas of economic development, which accelerates technological development and increases the export potential of the Group.

The promising form of the organization is and entrepreneurial unions, representing the association of companies of different sizes and forms of ownership on the basis of voluntary cooperative agreements. Entrepreneurial The Union is a fairly flexible structure that allows its members to coordinate their actions and pursue their own goals, while competing among themselves.

Especially great benefits are brought to their participants entrepreneurial unions of companies united in clusters in certain territories providing them with certain competitive advantages. It is noteworthy that in the formation of a cluster, all production covered by them begin to provide each other mutual support, free information exchange, the spread of new ideas and products is accelerated.

Topics for discussion

Prerequisites and essence of globalization.
The inter-organizational integration process in international management.
Classification of organizational and legal forms of inter-organizational integration.
Comparative characteristics of the main forms of inter-organizational integration.
Joint ventures.

The most common integration forms are corporate associations resulting from mergers, and the so-called "soft" unions in the form of business unions and networks.

Financial and industrial groups (FIGs) are the type of corporate association, in which enterprises and organizations associated with property, financial, production and technological and management relations are involved. In our country, the FRG formation is carried out on a legislative and legal basis and aimed at: the concentration of investment resources in priority areas of economic development, acceleration of scientific and technological progress, increasing the export potential and competitiveness of products of domestic enterprises, the implementation of progressive structural changes in the country's industry, the formation of rational technological and cooperative ties in a market economy, the development of a competitive economic environment.

Existing FIGs carry out major investment projects, counteract the decline in production, contribute to monetary stabilization. In addition, FIGs fill the mechanisms of intersectoral redistribution of resources during the period of restructuring and create real conditions for reliable, meeting the requirements of supply and sales requirements. The association of enterprises and organizations in the Group strengthens their foreign economic positions in world markets, where many transnational corporations are most often organized as financial and industrial and trading complexes with powerful potential.

The management of new formations created by mergers and acquisitions requires centralization of management functions, strengthening control and the creation of coordination mechanisms of production activities (among them: mutual adaptation, direct management, standardization of processes and labor results, as well as skills and skills). The main success factor is to develop a clear strategy of joint activities and reasonable ways to implement it.

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

In the formation of the management strategy, each organization faces that, on the one hand, some resources and activities, usually considered as internal, can practically be controlled by it; At the same time, on the other hand, resources and activities previously considered external, in fact form an integral part of the organization itself, amenable to its influence and control. Thus, each participant's activities are embedded in the network and is determined by it as a holistic education. If these conditions are violated, the Union is terminated, which is often found in the practice of relationships between organizations.

Especially great benefits provide entrepreneurial unions of companies united in clusters (from English - group, cluster, concentration, bush) in certain territories, which provide them with certain competitive advantages (for example, the necessary infrastructure, communications and telecommunications, and telecommunications Square, etc.). For this, large industrial zones located in cities or other administrative-territorial units can be used and having free power in connection with the restructuring of the domestic economy. It is here that it is advantageous to create clusters of companies in which the critical mass of professionalism, art, infrastructure support and information relationships between companies of a particular sphere (area) of activity can be concentrated from the very beginning. As such areas, uniting companies in alliances, can act: the production of goods for the house; Different industries related to health care, with the production of household products, etc. As the experience shows when a cluster is formed, all production is started to provide each other mutual support, the free exchange of information is enhanced and the distribution of new ideas and products through the channels of suppliers and consumers who have contacts with numerous competitors is accelerated.

One of the latest organizational forms is a virtual organization, which is a temporary-based network of independent companies (suppliers, customers and even former competitors), united by modern information systems in order to mutually use resources, reduce costs and expand market opportunities. The technological foundation of the virtual organization is information networks that help to unite and implement a flexible partnership on "electronic" contacts.

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

According to many leading specialists in the field of management, the development of network connections between organizations may have their consequences to revise the traditional borders of enterprises, since with a high degree of cooperation it is difficult to determine where another company ends and the other company begins.

2.1. Objectives and objectives of entrepreneurial unions

Commercial organizations in order to coordinate their entrepreneurship, as well as the ideas and protection of common property interests can create associations in the form of associations or unions, which are non-profit organizations.

The main objectives of the associations and unions of entrepreneurs are:
- ensuring the protection of rights and representing the interests of its members - industrialists and entrepreneurs, as owners of intellectual and material property, manufacturers of goods and services, employers, employers and taxpayers, in state and other bodies, international organizations;

Development of the social partnership system, promoting economic reforms aimed at improving production efficiency, achieving sustainable economic growth, stimulating the economic initiative of citizens of all age categories;

Ensuring the protection of rights and representing the interests of its members in state and other bodies, international organizations;

Development of the social partnership system, dialogue between business, power and society, promoting economic reforms aimed at improving the efficiency of economic activities of business entities, achieving sustainable economic growth, production, trade, services, etc.

Promoting the development of business infrastructure, investment activities;
- promoting the influx of foreign investment, microfinance, the development of the banking sector;

The tasks that entrepreneurial unions are set:

Promoting market reforms, the formation and development of the non-state sector of the economy;

Assistance to members of the Association in the development of their business, the solution of credit, legal, financial, commercial and production problems, the normalization of social and labor relations;

The comprehensive protection of members of the Association and the idea of \u200b\u200btheir interests in the government, state bodies, public and other organizations;
- analysis and distribution of positive work experience, technical innovation, consulting and professional development of members of the Association;

Promoting the development of international relations between business representatives in Russia and abroad.

2.2. Network associations

One of the varieties of modern network associations are entrepreneurial networks.

The entrepreneurial network can be identified as a group of participating companies of one or another market, united in order to efficiently use resources and specific advantages, to jointly implement entrepreneurial projects.

The entrepreneurial network combines a set of network partners. Network partners are organizations that form an entrepreneurial strategy based on the provisions of the network approach and in accordance with the principles of the functioning of entrepreneurial networks, whose participants they are.

Entrepreneurial network (like any other network education) characterizes:

The presence of a single goal;

The presence of a clear internal structure;

High degree of interconnection of structural elements;

Availability of interconnection with external environment.

Distinctive feature of PS - entrepreneurial orientation. The PS is always aimed at solving the market management tasks based on the intensification of entrepreneurial initiatives, flexibility, strategic maneuverability and permanent innovation.

Market entities develop and support relations with each other in order to obtain additional resources;

A combination of market entities that interact for a long time, forms a network of interested in the general end results of organizations;

The development of horizontal relations helps to strengthen the relationship and determines the sustainable position of the partners in the network;

Network relations allow firms to reduce the cost of creating and implementing innovation.

The main elements of the network theory are market subjects. Each enterprise is a subsystem in which, depending on the intended purpose and features of innovation, it is possible to distinguish functional units that come into contact with other units.

There is a steady tendency to activate network associations, and the most relevant is the entrepreneurial networks that are most fully decisive tasks of ensuring market adaptability.

The entrepreneurial network can be created on the basis of vertical, horizontal or combined integration of economic entities.

Vertically integrated PS unites independent business entities on the principle of "technological chain." At the same time, one of the firms performs the network management functions: coordinates activities and develops the PS development strategy.

Horizontal integrated PS - associations of firms producing similar products and operating in one market, different auxiliary industries, infrastructure elements. Manages the network of the collegial body - the Board of Directors, who also coordinates current activities and develops the PS strategy.

The combined PS integrates both technologically dependent entities and entities producing similar products involved in the auxiliary production providing centralized services to network agents.

Conclusion

The most powerful corporations are designed in fuel-producing industries and electricity (OAO Gazprom, RAO UES of Russia, Gazprom Neft, etc.). The situation with corporate governance in other sectors of the Russian economy can be considered in the insufficient level.

Corporations are performed very important communication functions for the modern production. Coordinate the production relations of enterprises within them, financial settlements between enterprises, mutual supply of products; Managed the nomenclature and volume of products manufactured by enterprises, coordinate the development of new types of products and their components, manage investment processes, achieve improved product quality, coordinate the supply of raw materials, materials, components; Forming the necessary cooperation of production, they introduce a rational specialization of enterprises.

An important form of integration of enterprises is 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 performs its specific role in the network. Companies included in the group are treated as subjects of economic relations and partners in the system of interacting organizations. This is a sufficiently stable, flexible structure that affects the results of the activities and the management system of incoming organizations in it, allowing them to coordinate their actions, attract new partners and even compete between them. Their union is based on a combination of funds for formal control of contractual relations and informal services.

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Corporate associations are not only a set of persons and capital, but also to combine separate legal entities, which are the form of associate membership on the basis of mutual agreements and agreements.

The feasibility of creating corporate associations is based on two factors:

The reduction in the general level of transaction costs per unit of production (transaction costs - costs arising in connection with the conclusion of contracts (including using market mechanisms); Costs accompanying the relationship of economic agents)

The positive effect of the effect of the scale of production (decrease in the cost of products) when expanding production.

The most common forms of corporate associations in world practice are: Cartel, Syndicate, Trust, Concern, Consortium, FPG, Holding, Union, Association, Franchise.

The most common form of corporate associations in modern Russia are holdings. Holdings are an effective form of an entrepreneurial organization, as they allow you to combine the flexibility and mobility of small formally independent organizations and the scale of activities of large corporations.

The most powerful corporations are designed in fuel-producing industries and electricity (OAO Gazprom, RAO UES of Russia, Gazprom Neft, etc.).

The need to create entrepreneurial unions between small enterprises is dictated by their characteristics of both management facilities compared with larger scales.

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

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

Two auto plants (KAMAZ and VAZ) voluntarily decided to focus the production of "Oka" small tramps on the Kamaz site.

The urgent need for the creation of strategic unions, partnerships and joint ventures is tested in the oil and gas business of the Russian Federation, especially in connection with the intensification of the development of new deposits. An example may be the organization of the development of oil-bearing deposits of the Northern Caspian in recent years. It is known that until the beginning of the 1990s, this zone was little divorced, and only one largest oil companies "LUKOIL" declared the Caspian zone of its strategic interests. Since 1995, she has spent tens of millions of dollars annually to carry out seismic work in the Russian sector and created power for search drilling. In 1997, the first federal tender for the development of the North Block's subsoil was announced, which LUKOIL won, and in mid-1998 Gazprom, LUKOIL and YUKOS discussed the idea of \u200b\u200bcreating a joint venture with equal shares For the study of the Russian sector. In the middle of 2000, almost 50% of all Russian oil and gas companies that began to actively unite efforts with other partners have already stated on readiness to master the resources of the Caspian. Thus, in April 2000, the Oil Company "Tatneft" concluded an agreement on strategic partnership with Kalmyki for a period of 25 years. Companies intend to create a joint venture "Kapmthetneft" to develop Kalmneft deposits on the basis of Tatneft technologies and the shelf fields adjacent to the Republic (Oil and Capital, 2000, No. 6, p. 66).

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