Regional integration: concept, forms, factors and processes of development of economic integration. Regional integration: concept, forms, factors and processes of development of economic integration Global integration essence and opportunities

Send your good work in the knowledge base is simple. Use the form below

Students, graduate students, young scientists who use the knowledge base in their studies and work will be very grateful to you.

Posted on http://www.allbest.ru/

economic integration humanity durkheim

Global integration in concepts, terms, categories

Angelina E.A.

One of the urgent problems of modern world development is the problem of the integrative existence of mankind. Global integration is a condition for its survival, especially within the framework of the developing technogenesis, clearly expressed in the information and computer revolution. In this regard, the goal of our study is to more fully identify the initial basic concepts, terms and categories that reflect and define the very essence of the world integration process.

The purpose of this work is to give, if possible, the most significant domestic and foreign primary sources, in which the volume, content, types and functionality of the phenomenon of integration are most fully represented.

Despite the fact that the modern world is almost the entire XX century. was divided into two world systems capitalist and socialist, however, the evidence of integration processes did not deny any of the world systems. Working on the primary sources, we got acquainted with a number of names, both domestic and foreign philosophers, sociologists, economists, political scientists, culturologists, etc. In particular, the most prominent researchers of this issue were: I. Savelyeva, J. Schepansky, V. Abrosimov, O. Maltseva, E. Semenov, A. Kovalev, JI. Sedov. In the 50s. XX century the works of T. Parsons and N. Smelzer were studied in the USSR. In the 60s. investigated the works of T. Parsons, A. Egzioni, P. Lazarsfeld, M. Rosenberg. In the 70s and 90s. the works of L. Werner, J. Gruzek, H. Lytton, M. Feldstrain, F. Heffernan, K. Barbadt, D. Hale and others were actively studied. reflecting the main vision of the phenomenon of integration in encyclopedic editions. In accordance with our task of the most complete presentation of the volume and content of the phenomenon of integration, we present them in the original, taken, as expected, in "quotes", without throwing out a single significant word.

The “Brief Encyclopedia of Philosophy” indicates that “integration (from Lat. Integer, complete, whole, undisturbed) process, or action, resulting in integrity; unification, connection, restoration of unity; in Spencer's philosophy, it means the transformation of a diffused, imperceptible state into a concentrated, visible one, associated with a slowdown of internal movement, while disintegration is the transformation of a concentrated into a state of atomization, associated with an acceleration of movement. Spencer, the encyclopedia says, uses the word "integration" over and over again to mean aggregation. Development Solar system, planet, organism, nation consists, according to Spencer, in the alternation of integration and disintegration. In E. Jensch's psychology, integration means the extension of individual spiritual traits to the entire totality of spiritual life. In P Smend's doctrine of the state, integration is understood as the constant self-renewal of the state through the mutual penetration of all types of activity aimed at it.

We draw your attention to the fact that the "Brief Philosophical Encyclopedia" presents the concept of integration against the background of another disintegration. And the complete "Philosophical Encyclopedia" examines these concepts side by side. Here we read: “Integration and disintegration are social (from Latin integer whole and French des ... prefix meaning negation, destruction) concepts that in bourgeois sociology designate the processes of uniting social phenomena into a single whole and the disintegration of the whole into elements. Integration, harmonization and unification of various social groups (class integration), assimilation of various cultural elements into a single homogeneous culture (cultural integration), reconciliation and coincidence of different moral norms (moral integration), etc. Disintegration is the processes of decomposition and disintegration of society into warring groups and groupings, groups into individuals pursuing personal rather than public goals, etc. The state of integration and disintegration and the mutual transitions of these states are, according to bourgeois sociology, the main moments of the process of social development. "

The Dictionary of Foreign Words says that “integral (lat.) Is inextricably linked, integral, single; integral calculus is a part of higher mathematics (calculus of infinitesimal), which deals with the study of properties and methods of calculating integrals and their applications; integral equations, equations connecting the unknown function with the known ones using integrals; integral cooperation is a mixed-type cooperative system that unites all types of cooperation activities: consumer, commercial, agricultural, hunting, etc. " ...

In the "Soviet Encyclopedic Dictionary" it is written: "the integration of languages, a process opposite to the differentiation of languages. When integrating languages, language groups that previously used different languages(dialects), begin to use one language. "

The same dictionary also notes: “Integration (lat. Integration restoration, replenishment, from integer whole), 1) a concept that means the state of connectivity of separate differentiated parts and functions of the system, the organism into a whole, as well as the process leading to such a state; 2) the process of convergence and communication of sciences, which occurs along with the processes of their differentiation. "

Further, in a number of dictionaries, areas of integration are noted. Thus, the "Soviet Encyclopedic Dictionary", "Brief Political Science Dictionary" and others write about economic integration. "Modern Western Sociology. Dictionary ”posts articles on“ Social Integration ”, as well as concepts reflecting this social phenomenon.

"Economic integration", we read in the "Soviet Encyclopedic Dictionary", a form of internationalization economic life, which arose after World War II, is an objective process of interweaving national economies and pursuing a coordinated interstate economic policy. Integration capitalist creation of interstate monopoly associations (EEC, EACT, etc.), closed economic blocs as new forms of struggle for the economic division and redivision of the world. It is characterized by sharp contradictions between regional economic groupings and within them. Socialist integration is a systematically regulated process of deepening the international socialist division of labor, the development of industrial and scientific and technical cooperation, mutually beneficial trade, economic and monetary and financial ties of the socialist countries. Aimed at the formation of a modern highly efficient structure of national economies, the gradual convergence and leveling of their levels. economic development.

Soviet researcher I. Savelyev in the "Philosophical Encyclopedia" on the basis of a number foreign sources writes the following: “economic integration (from Latin integratio - replenishment) - rapprochement and intertwining national economies a number of states, which occurs, as a rule, on the basis of their regional proximity, due to their mutual interests and aimed at creating a single economic organism. It manifests itself in the creation of various interstate associations of an economic nature, regional and subregional groupings based on the principles of common markets, free trade zones, customs and monetary unions, and is ensured by the implementation of a coordinated interstate economic policy. In the last two decades, integration associations have become an integral part of relations within the framework of the world economy. By the nature and depth of integration processes, the following main types of integration associations can be distinguished: 1) a free trade zone, when the participating countries are limited to the abolition of customs barriers in mutual trade; 2) a customs union, when the free movement of goods and services within a grouping complements a single customs tariff in relation to third countries; 3) a common market, when barriers between countries are eliminated not only in mutual trade, but also for the movement of labor and capital; 4) an economic union, which also involves the implementation of a common economic policy by the participating states, the creation of a system of interstate regulation of the socio-economic process. In practice, the boundaries between different types of integration are rather arbitrary. Economic integration reached the greatest maturity in the group developed countries with a market economy. In the first place, mention should be made of Europe, where the European Economic Community (EEC) was created in 1957. Within the framework of the European Union, which emerged on the basis of the EEC, integration is carried out according to a wide range directions, both economic and political. This is facilitated by the activities of pan-European financial and economic institutions, the direction of the European Bank for Reconstruction and Development. The Maastricht Agreements of 1991, implying a deepening of the coordination of macroeconomic policy and the introduction of a common European currency, marked a new frontier for European economic integration. Economic integration processes are no less intensive in the Asia-Pacific region. Such influential organizations have already been created here as the Intergovernmental Conference on Asia-Pacific Cooperation (APEC), the Pacific Economic Cooperation Council (RESC), the Pacific Economic Council (PEC), the Asia-Pacific Economic Council (APEC), etc. The process of formation has begun North American Free Trade Area (NAFTA), which includes the United States, Canada and Mexico. It should be noted that the same states can participate in different associations. At the moment, there are several dozen economic integration associations in the world, many of which are still quite amorphous formations. This applies to regional groupings of developing countries. The region, integration in the "third world" differs significantly from similar processes in developed countries. There is no such fundamental factor as the constantly deepening formation of intercountry economic ties both at the level of firms and enterprises, and at the level of national economic organisms. The main goal of such integration is to overcome the low level of development of productive forces and collective protectionism. While the integration of developed countries, which has become a sign of the era, is based not on protective mechanisms, but on the high competitiveness of the economies of the leading countries, the space closed from external influences only contributes to the alienation of the Third World countries from economic development. The most developed members of regional unions receive advantages in this situation. Thus, the varying degrees of interest of the participating countries is characteristic feature integration in the "third world". Economic associations of this kind are the Andean group. Latin American Integration Association. Association for Regional Cooperation of South Asia, Customs and Economic Union of Central Africa, Economic Community of West African Countries, etc. The countries of the "third world" are generally more inclined to orient their economic ties towards developed states than towards their own kind. At the same time, in the “third world” itself, there is a layer of relatively prosperous countries that are successfully integrating into the economic system of world leaders. On the basis of such interactions, stable functioning economic associations are formed. These include the Association of States South-East Asia(ASEAN), the Asian Development Bank (ADB) and others. There are also groups that gravitate towards certain regional "centers of gravity" - the South China Economic Zone, the "Golden Triangle of Growth". Economic zone of the countries of the Sea of Japan basin. Indochina economic zone, etc. The economic integration of the countries of the socialist camp on a political and ideological basis, an example of which was the Council for Mutual Economic Assistance (CMEA), existed as long as its basis, the USSR, remained. Economic integration is a form of regionalization and at the same time the internationalization of the world economy ”. In particular, the author of the article relies on a number of domestic and foreign studies as primary sources.

In another academic publication we read: “Social integration (from Latin integratio replenishment) is a set of processes on the basis of which dissimilar interacting elements merge into a social community, a whole, a system, as well as forms of maintaining a certain stability and balance of societies and relations by social groups; the ability of a social system or its parts to resist destructive factors, to self-preservation in the face of internal and external tensions, difficulties, contradictions. The same concept designates a special problem area of sociology, which studies how the various elements of society are held together, that is, how they are integrated. Any definitions of social integration are not universal, since they are usually a repetition of the formulations of the necessary conditions for the existence and functioning of the sociocultural system in general.

Thus, all the complexities and contradictions of the sociological analysis of "large systems", which requires taking into account the many different elements functioning in society, are transferred to the study of social integration. Social integration as a problem general theory sociocultural systems, exploring the conditions and indicators of cohesion that is minimally necessary for the existence and activity of any social group, has occupied an important place in Western sociology since the 50s. XX century The meaning of social integration is refined each time in the context of other sociological concepts serving similar tasks: social connection, order, solidarity, etc. If the general concept of social connection covers all existing social relations, including conflicts of people with social roles and norms of societies, order, then social integration reflects the moment of consent, a dynamic state of coordination, a certain harmony of relations and processes in social group of any scale. In this case, social integration can also act as a characteristic of the measure of coincidence of goals, interests, beliefs within the framework of various social groups, that is, as social cohesion. Forced social integration is also possible by subordinating personal interests to the interests of the group or goals set from outside. At the same time, social integration is not identical with unification, it does not extinguish social diversity, which is a factor in the viability of the social system. "

Another Russian researcher of the phenomenon of integration A. Kovalev also points out that “social integration (from Latin integratio replenishment) is a concept that characterizes: a set of processes due to which there is a cohesion of heterogeneous interacting elements into a social community, whole, system; forms of maintaining a certain stability and balance of social relations by social groups; the ability of a social system or its parts to resist destructive factors, to self-preservation in the face of internal and external tensions, difficulties, contradictions. Social integration as a problem of the general theory of sociocultural systems, exploring the conditions and indicators of cohesion, which is minimally necessary for the existence and activity of any social group, has occupied an important place in Western sociology since the 50s. XX century (especially after the works of T. Parsons). The meaning of social integration is refined each time in the context of other sociological concepts serving similar tasks: social connection, order, system, solidarity, etc. If the general concept of social connection covers all existing social relations, including conflicts of people with the roles and norms of social order (anomie, alienation, etc.), then social integration reflects the moment of consent, a dynamic state of coordination, a certain harmony of relations and processes in a social group of any scale. Social integration is considered as a process closely related to other processes such as socialization, acculturation, assimilation, etc., and as a result of these processes. Any social integration (as well as its opposite - disintegration) is relative and incomplete, but its degree is thought to be a necessary condition for the functioning of a social system. However, attempts to determine the main signs of achieving the required level of social integration usually lead to a repetition of the formulations of the necessary conditions for the existence and functioning of the sociocultural system in general. The ego, of course, carries over to the study of social integration all the complexities and contradictions of the sociological analysis of "large systems." Any definitions of social integration are not universal; they take into account very few of the elements that function in society. The typologies of social integration depend on the ways of dismembering the sociocultural system and on the analysis of relations between its elements. Following the division of the social system into cultural and social subsystems accepted by American sociology, there are, for example, four classes of social integration: (1) cultural - expressing the consistency between cultural standards, norms and patterns of behavior, the internal coherence of individual subsystems of symbols; (2) normative - talking about the coordination between cultural standards (norms) and human behavior, i.e. a state in which the basic norms of the cultural subsystem are "institutionalized" in the elements that make up the social subsystem, in particular in the actions of individuals; (3) communicative - based on the exchange of cultural meanings, information and showing the extent to which they cover the entire society or group; (4) functional - based on interdependence arising from the social division of labor and the exchange of services between people. Each type of social integration has its own subspecies. Systemic approaches to social integration are associated with a long-standing sociological tradition. So, "mechanical" and "organic" solidarity of Durkheim are, in fact, two polar types of social integration. The description of organic solidarity, connecting culturally heterogeneous and interdependent individuals and similar groups, has almost completely passed into the modern interpretation of functional integration. Mechanical solidarity (presupposing an adequate display of cultural samples of "collective consciousness" by individual members of society, just as the molecules of a solid body retain its basic properties) is, according to the typology given above, a combination of cultural and normative social integration. Systemic approaches synthesize both lines of understanding of the nature of social connection in general, leading in the history of sociology, of understanding the nature of social connection in general to social integration in particular: socio-psychological, emphasizing the importance of a sense of solidarity, connection with others, identification with the "Mygroup" opposed to the "They-group", etc. , and objectivist, highlighting the material and functional aspects of human communication, spontaneously emerging in the process of collective labor activity a set of societies, relations, independent of the internal mental states of the connected individuals. A generally accepted and integral concept of social integration in Western sociology has not yet been created. "

In the "Russian Sociological Encyclopedia" L.A. Sedov writes: “the integration of the social concept (from the Latin integratio replenishment, restoration; integer - whole) - various theoretical constructions in sociology, using the concept of integration related to the theory of systems, which means the state of connectedness of separate differentiated parts into a whole and the process leading to such condition. This concept came to Social sciencies from mathematics, physics and biology. The concept of "social integration" implies the existence of an orderly conflict-free relationship between social actors (individuals, organizations, states, etc.). The concept of "integration of a social system" has a somewhat different meaning, which means an orderly and conflict-free connection between parts of a social system, that is, between institutions and normative standards. Views on the degree and mechanism of integration of social systems have undergone a complex evolution. The utilitarian philosophers (T. Hobbes, J. Locke, etc.) were characterized by the idea of society as an aggregate of autonomous units acting on the basis of arbitrary selfish interests. E. Durkheim, M. Weber, V. Pareto established the integration of the social system on the basis of values and norms common to all its members. Representatives of functionalist anthropology (Malinovsky, Radcliffe-Brown, Klachon) brought the idea of social integration to the idea of full integration of society. Parsons introduced the concept of normative and value integration of the social into his four-functional paradigm for considering social systems, showing that the function of social integration is provided by the activities of specialized subsystems. According to Parsons, integration problems socially increase with differentiation and complication of systems of action. Accordingly, to ensure stability and further development of the system, it is necessary to develop mechanisms for social integration. In modern society, integration problems are solved with the help of mechanisms such as a universalist legal system, voluntary associations, expanding the rights and privileges of community members, increasing the level of generalization of symbolic mediators. Non-functionalist theorists (Wendix, Gouldner) often criticize functionalists for exaggerating the possible degree of integration of the social system, arguing that an empirically high level of integration is unattainable and practically harmful, since it deprives the social system of mobility and flexibility. The problems of social integration occupy a large place in the works of theorists of organization. In particular, A. Etzioni shows that such organizations as prisons, army units, etc., are not social systems, since they are integrated on the basis of coercion. Actually, the normative ties in them are formed between prisoners, ordinary servicemen, etc., who form their own "social subsystems." L. Sedov also defines the basic concepts of integration, using Western literary sources.

The “Brief Political Science Dictionary” also says: “socialist economic integration is a form of internationalization of the economic life of socialist countries, expressed in their steadily expanding economic cooperation, convergence and intertwining of national economies, which serve as an important condition for the development of each of them. Socialist economic integration makes it possible to unite and systematically coordinate the efforts of the socialist countries in order to solve the most important socio-economic problems, is called upon to combine the advantages of the socialist economic system on an international scale with the achievements of scientific and technological progress in the interests of intensifying the economy of each CMEA member country and the commonwealth as a whole. It makes it possible to accelerate the processes of specialization, cooperation and concentration of production, and in an efficient way to meet the needs of the socialist countries for raw materials, fuel, machinery and equipment.

The main goals, objectives, principles and mechanism for the implementation of socialist economic integration are defined in the Comprehensive Program for the Further Deepening and Improvement of Cooperation and Development of Socialist Economic Integration of the CMEA member countries, adopted by them in 1971 and designed for phased implementation over 15-20 years.

The main directions of socialist economic integration are: cooperation in the field of planned activities of the participating countries, specialization and cooperation of production and the creation of international economic organizations (Intermetall, Interenergo, etc.), cooperation in solving fuel and energy problems (joint development of energy and raw materials, the construction of transcontinental gas pipelines, nuclear power plants, the formation of a single energy system "Mir"), cooperation in science and technology, coordination of monetary and financial and foreign trade activities, etc.

The Economic Summit of the CMEA Member Countries (1984) new stage in deepening socialist economic integration. It identified long-term directions for the development of socialist economic integration, made a major step in coordinating economic policy, expanding direct cooperative ties between enterprises, and creating joint associations and international organizations. The core of all work was the consistent implementation of the Comprehensive Program of Scientific and Technological Progress of the CMEA Member Countries up to 2000, the transition from predominantly trade ties to deeper specialization and cooperation in production. The 27th Congress of the CPSU and the congresses of other fraternal parties confirmed the course towards further deepening socialist economic integration as the material basis for the rallying of the socialist countries. The task has been set to ensure a fuller use of the possibilities of socialist economic integration in intensifying the socio-economic development of the countries of the socialist community in order to improve the well-being of peoples and strengthen their security.

At a working meeting of the leaders of the fraternal parties of the CMEA member countries (1986), a course was outlined for a radical renewal of the cooperation mechanism and the transfer of socialist economic integration to a new technological model of development. In accordance with these agreements, the Council's bodies outlined measures for the gradual restructuring of the integration mechanism, including the ways of introducing the convertibility of the transferable ruble into freely convertible currencies, the gradual creation of conditions for the free movement of goods, services and other factors of production between the CMEA countries, and for the creation of a unified market ".

In conclusion, we can say that, firstly, in the future, most of the theoretical developments of domestic and foreign authors were confirmed; secondly, with the collapse of the USSR, with the rapid development of information and computer technologies and a number of other factors, world integration has become a global phenomenon, honing old concepts and categories and giving rise to new ones; thirdly, ultimately, global integration has become a natural condition for the existence of modern mankind.

WITHlist of used sources

1. Brief philosophical encyclopedia. M .: Publishing group "Progress" "Encyclopedia", 1994. 576 p.

2. Philosophical Encyclopedia. In 5 volumes. Vol. 1 M .: Publishing house Soviet encyclopedia, 1960.504 p.

3. Dictionary of foreign words. M .; Bustard, 2008.817 p.

4. Soviet encyclopedic dictionary. - M .: Soviet encyclopedia, 1982.160 p.

5. Modern Western Sociological Dictionary / Comp. Yu.N. Davydov, M.S. Kovaleva, A.F. Filippov. M .: Politizdat, 1990 .-- 432 p.

6. Russian Sociological Encyclopedia / Under total. ed. Academician G.V. Osipova. M .: NORMA; INFRA-M, 1998.481 p.

Posted on Allbest.ru

...

Global company strategy

The defining characteristic of a global organization is its implementation of a global strategy. Which assumes that the organization, selling or producing its products / services in many countries, adheres to a single approach.

International strategies. In terms of market coverage and scale, international strategies can be multinational and global. The choice between them depends on the nature of the competition in the market where the organizations operate. Companies operating in markets where prices and conditions of competition are linked, and the competitive position of an organization in each market affects positions in other markets, strives to operate on several continents and in many countries, and choose a global strategy. Such organizations have the opportunity to operate in high-tech industries, since the significant scale of their activities reduces the specific costs of R&D. They can locate production where it is cost-effective, building global networks.

The need for a multinational strategy arises when there are large differences in the conditions of competition in different countries. Multinational and global types of competition have significant differences both in the general approach and in the particular strategies developed within their framework.

Table 3 Distinctive features of multinational and global strategies

An organization can move from a multinational strategy to a global one by developing core competence or dynamic ability, its subsequent internationalization and globalization.

Global strategy (Global strategy) is an integrated model of action, representing a long-term well-defined interaction of specialized resources used to adapt the company's goals to the opportunities of the global market with the subsequent extraction of super-profits.

The global strategy is the same for all countries, although there are slight differences in strategies in each market, caused by the need to adapt to its specific conditions, but the main competitive approach (for example, low costs, differentiation or focus) remains the same for all countries where the organization operates; a global strategy produces the desired result in industries with more competition or in industries where globalization processes begin.

Table 4 Global strategy

The strategic potential of the organization is the compliance and sufficiency of the abilities / routines / competencies and other resources of the organization for its globalization, which strengthens its competitive position.

When developing a strategy for global integration, a company must solve two problems: rationally locate production, taking into account the capabilities of individual countries, and organize the coordination of the activities of all parts of the organization (production, supply, sales, service, marketing, etc.) to achieve the final result - an increase in sales. That is, it should take into account global trends that influence the formation of the company's global strategy, see table. 5.

Table 5 Global trends influencing the formation of the company's global integration strategy

The initial location-based benefits are expanded and complemented by the creation of a global network. The benefits of other locations may also arise from the allocation of individual activities.

Depending on the specific types of activities that are concentrated or distributed, the scale of placement of various types of activities and their coordination with each other, global competition has not one, but several different forms. In transnational industries, the structure of the industry facilitates the selection of a highly distributed configuration option, with each country effectively owning the entire value chain. In such industries, the benefits are fully manifested if the divisions operating in each country are allowed to have virtually complete strategic autonomy. But competition in an industry becomes truly global when the competitive advantages of a global network outweigh the benefits of local focus and knowledge of national rivals and external competitors who have chosen that country's market for themselves.

In this regard, global strategy can take many forms. For example, McDonald's specific global strategy differs significantly from Intel's or Boeing's, with active coordination only concerned with image, design, and service standards, so local autonomy will be limited in this regard.

Currently, organizations are developing alternatives that better take into account such an important characteristic of the modern business space as its globality. Designing organizational changes to accelerate the achievement of global status involves generating many alternatives: choosing different countries and regions; selection of the types of products / services that are most suitable for the selected areas; determining how best to enter these territories and which strategies, external and internal, are most suitable for penetrating selected markets and many other aspects. All of this makes global strategies extremely complex in organizational planning and implementation.

But as Kenichi Ohmae noted, a company does not need to lead in every function from raw material extraction to services to win. If it can create decisive superiority in one key function, it will be able to outperform the competition in other functions that are currently not in the best condition. A manager who invests in improving all functions at the same time can achieve the desired operational improvement, but his company will still lose because it will perform worse than competitors in a key function. That is, the organization will be able to create a decisive superiority in one key function (competence or dynamic ability) - algorithmic management of strategic globalization processes, which will enable it to outperform competitors in other functions.

Analysis of the morphological characteristics of the management of a globally integrated company

The analysis of the morphological characteristics of global strategy management in this section is focused on the spatial and temporal characteristics of the company's activities based on the identification and systematization of external and internal factors that affect its transformation in modern conditions.

The goal in this case explains the choice of a morphological approach to the study of the latest management trends in the company's global integration strategy based on the study of external and internal factors of its transformation.

By factor (German faktor from Latin factor - doing, producing) - in this work we mean the driving force of the economic process, which determines its nature or its individual features. In our case, these are management actions, the development and implementation of which entails the global integration of the organization.

The grouping of factors is their unification into groups according to the degree of influence on the level of change in globalization associated with management.

By transformation (from the late Latin transformatio - transformation), in contrast to "reforming" - in this work we mean the planned and purposefully carried out transformations of the organization, presupposing the achievement of the conceived, positive consequences of economic growth / hypergrowth, see: p. 2.5. Growth and hyper-growth of the company.

Economic growth is the main condition for increasing competitiveness and, at the same time, itself largely depends on it. Therefore, the task of the company's global integration strategy is considered in conjunction with its transformation, by which we mean the process of functioning aimed at continuous qualitative improvement of the management system while achieving the set indicators.

By the management of a company's global integration strategy, the author understands a complex process of long-term qualitatively defined interaction of specialized resources used to adapt and achieve complementarity of the organization's activities to the opportunities of the global market with the subsequent extraction of superprofits. This process includes identifying global trends in the landscape of the world economy, setting goals, understanding problems and opportunities for solving them, analyzing the strategic potential of the company and the external environment. As well as determining the directions for the development of a global presence (industrial or based on services), developing and choosing alternatives, drawing up programs and budgets for activities, taking measures to implement them on a global scale, taking into account a timely response to events occurring in the external environment.

The current relevance of the management of the company's global strategy is determined by the influence of the subject of management on the change in the magnitude of its aggregate growth in the context of the processes of forming a single global financial and information landscape. Today, not only the largest, but also small and medium-sized companies engaged in strategic innovation can be globalized.

Table 6 Examples of companies with long-term growth / hyper-growth and global integration

Growth and hyper-growth of the company in the context of the formation of a global integration strategy based on the assessment and development of the level of dynamic abilities

In search of a competitive advantage, in the second decade of the 21st century, organizations are forced to identify innovative activity, effective adaptation of the external environment, active market behavior, growth / hypergrowth, increased cognitive efficiency, creativity, effective adaptation of the external environment and other characteristics around which you can build an effective business space.

In the author's understanding, innovative activity is a complex characteristic innovation activities this organization, including the degree of intensity of the implementation of actions and their timeliness, the ability to mobilize the potential of the required quantity and quality, the ability to ensure the validity of methods, the level of technology of the innovation process in terms of the composition and sequence of operations.

The active market behavior of these organizations implies the desire to change or expand the time constraints, providing the best conditions for achieving the set goals. The forms of active behavior include: the development of network interfirm interactions, alliances, collusion, takeover, merger, research and development, project implementation, marketing activities, product diversification. Those. actions that can be used to mitigate or eliminate growth restrictions / hypergrowth.

In this regard, the opinion of A. Slivotsky in relation to the growth initiative is interesting. Most large companies trying this approach assign half a dozen employees to a project. These are usually strong players, but not the best talent in the company. They tend to devote half of their time to the initiative, and direct input from top management is minimal. Corporate investment hovers between zero and a few million dollars. Chances of success: close to zero.

If you want to get serious about growth, take meaningful, visible steps to nurture these initiatives. Talk about them, feel for signs of progress or problems, and back up your words with time, energy, and money. And be persistent even in what may seem beyond reason.

In addition to the definition given above in the introduction, hypergrowth is understood as an exceptional, accelerated increase in the size, scale, types and complexity of an organization's activities, which is much ahead of the market and industry (above 27-30% growth per year), which has been practiced for 3-4 or more years ...

In the author's opinion, in this context, it is advisable to distinguish between the concepts of "development", "growth" and "hypergrowth". Growth can occur with development and in its absence. Restricting growth does not restrict development. The main difference between growth and development is that the main limits of growth are exogenous and lie outside the organization, and the main limits of development are endogenous, inherent in itself.

The growth of an organization is an increase in the size, scale, types and complexity of activities (sales volume, market share, number of employees, net profit, etc.). Economic growth is central to improving competitiveness. Therefore, the task of achieving a global status by an organization is considered in conjunction with its development, by which we mean a process of functioning aimed at a constant qualitative improvement of the system when the set quantitative indicators are achieved.

Purposeful hypergrowth is understood as the active behavior of an organization in the fastest possible build-up of competitive assets, the "combinational abilities" of synthesizing and applying existing and acquired knowledge, "orchestrating" internal and external competencies to create new combinations and alignment of assets with their subsequent rotation based on the assessment and development of dynamic abilities.

Table 7 Development, growth and hyper-growth of the organization

Following the strategy of hypergrowth of the organization as a successful outstripping growth raises the issue of speed, i.e. a combination of the speed and temporal dynamics of growth, when the organization begins to move along the growth spiral and remains on it. The extremes of the tendency to combine faster and better achievement of goals should be avoided. Active behavior in conditions of hypergrowth should give an organization productive and long-term growth. Every organization has the best growth rate for it to add value to the business over the long term. This speed is unique to every hyper-growing organization. Identifying the best growth rates for an organization requires diagnosing the symptoms of suboptimal hypergrowth (that is, growth that is too fast or too slow) and modeling the rates and proportions of targeted hypergrowth of the organization.

The author refers to the key features of organizations implementing targeted hypergrowth in order to achieve global status:

The consequence of these signs of organizations is:

growth at an accelerated pace, which forces them to create new production facilities using innovative solutions;
hyper-growth allows for large investment projects, mergers / acquisitions and financing R&D, which in the short term gives access to foreign markets and the internationalization of the organization;
intensive demand for their products is largely based on the formation of new markets, and not on the redistribution of existing ones;
the hypergrowth of these organizations has a cumulative effect, that is, it stimulates those who then give orders along the chain both domestically and in foreign markets;
the development of these companies reaches various formats of international global organizations, which are organized by groups that include industrial, trade and financial associations.

Another important feature that should be highlighted is the adaptation of the external environment.

In a new large-scale IBM 2010 Global CEO Study by IBM (NYSE: IBM), 95% of the best performing organizations identified customer convergence as their most important strategic initiative in the future - using the Web, interactive services, and social media channels to redefine how they engage and engage consumers.

Globally integrating companies are guided by the principle that creating value for all their stakeholders is an integral component of success, and that society and the environment are very important stakeholders. Thus, creating value for these stakeholders is an integral part of business philosophy and a model of action for conscious companies.

In contrast, companies driven primarily by revenue motives sometimes artificially inoculate social and environmental programs with traditional revenue-maximizing business models, usually to improve a company's reputation or as a defensive measure against criticism. Most of these actions are common public relations, which are justly censured and often referred to as “green washing”. A holistic approach is needed that includes responsible behavior towards all stakeholders as a key element of business philosophy and strategy. It is necessary not to pedal business responsibility, but to completely reorient towards civil society, building this approach into the core of business.

The main goal of the organization when forming a strategy for the global integration of the company is not so much profit maximization through the globalization of the market for its products / services, but the achievement of economically beneficial complementarity (adaptation) with the external environment of its activities.

The result of the formation of a global strategy is the creation of an integrated international trade and industrial system.

In the formation of the strategy, special emphasis is placed on defining the characteristics of the endogenous resources of the organization, which allow generating sustainable competitive advantages: the resource must create economic value and be rare, difficult to replicate, irreplaceable and not freely available on the market for factors of production; the priority of value creation, rather than minimization of costs, as well as an emphasis of efforts not on suppressing a competitor in market competition at any cost, but on creating their own competencies that are difficult to replicate by other organizations as a guarantee of business leadership.

Currently, intensive factors of economic growth are becoming effective tools for maintaining and creating the market value of an organization. When determining the directions of intensive growth, management should rely 1) on promising and growing segments using mainly pioneer innovations, 2) on taking leading positions in its various micromarkets, 3) on acquiring knowledge in the production of specific parts vital for various niches, in which the company operates.

The defining indicators of the economic growth of an organization that characterize its efficiency are the comparative dynamics of sales and the fair market (fundamental) business value, the ratio of the growth rate of market value added (MVA - Market Value Added) to the growth rate of capital used in business (EU - Capital Employed). The goal of effective management is achieved in the case of the following ratio:

(MVA (t + 1) / MVAt: EC (t + 1) / EC t)> 1,

where: t and (t + 1) are the compared periods.

The sustainability and efficiency of hypergrowth of the organization is achieved:

its development and improvement;
the formation of a corporate mentality at different levels of the hierarchy, since growth / hypergrowth is a mentality created by corporate leaders and embodied by employees;
ensuring the balance of growth / hypergrowth, which makes it sustainable;
reaching a compromise in the formation of growth / hypergrowth goals based on a balance between radical growth, that is, efficiency and productivity growth;
expanding the capacity of traditional sales markets in which the organization operates;
maintaining the competitiveness of products through improved investment and maintaining market share;
the creation and launch of new products / services on the market and the development of promising client segments, as well as the use of process and system innovations;
increasing the identity of the organization's products - which is extremely important for maintaining the dynamics of sales and their marginality in the context of the globalization of the economy and the tightening of competition;
combining elements of process and product innovations within individual structural units, followed by scaling up their successful results throughout the organization.

Management of economic hypergrowth is based on the use of modern management models: value-based management (VBM), balanced scorecards and strategic maps (Balanced Scorecard, BSC and Strategy Map), value chain management, intra-firm business accounting (BUM-Business Unit Management), etc.

The model of targeted hypergrowth of a company in the context of the formation of a global integration strategy based on the generation, assessment and development of dynamic capabilities are presented in Table 8. The horizons, stages and stages of targeted hypergrowth of an organization in the context of the formation of a global integration strategy are presented in Table 9.

Table 8 A model of targeted hypergrowth of a company in the context of the formation of a global integration strategy based on the generation, assessment and development of the level of its dynamic capabilities

Table 9 Horizons, stages and stages of targeted hyper-growth of an organization in the context of the formation of a global integration strategy based on dynamic capabilities

Click on the image to enlarge it

Today, successful organizations are rapidly introducing new products, entering and exiting markets, and sometimes out of business. In such conditions, the essence of the global integration strategy lies not in the structure of the organization's products and markets, but in the dynamics and timing of its formation. The goal is to generate and modify operational routines and hard-to-replicate core competencies based on the generation, assessment and development of dynamic capabilities that differentiate the organization from competitors in the market. This makes the use of dynamic abilities the main tool for forming a strategy for the global integration of an organization in the framework of its development on the national, international and global markets.

The space for the management of a globally integrated company

The area of activity of the management of globally integrating companies is a structured functional space in which specific connections, relations between the subjects of the global economy and management are formed. The uncertainty of the structure and the mechanism of its change give rise to the problem of transformation. The spatial management area of a globally integrated organization is a non-intersecting set of factors (processes) that are verified by dividing the whole into parts. This set is characterized by: the establishment of the boundaries of its individual components and the whole; functionality of individual elements (processes) and the whole, that is, the manifestation of their properties; hierarchy of interaction, etc.

The object of influence of the management of globally integrating companies is the processes of management activity, which have a unique property of “glocal” separation. This division of labor in globally integrated companies results in a hierarchy of management levels characterized by formal / informal subordination of individuals at each level. A unique hierarchy permeates the entire organization. The division of labor gives rise to elements of the global set and relations of different levels between them.

With all the variety of management activities, they have some functional commonality, recurring features that are important for managing the activities of globally integrated companies.

Throughout the 2000s, IBM has conducted research of the world's leading companies every two years through personal interviews with their business leaders on the most pressing issues of modern business (IBM Global CEO Study).

The study identified the following relevant factors in the modern management of the world's leading companies:

Trust in employees based on values.
Individual approach to clients.
Expanding innovation through partnerships.
Business leaders are using a new strategy in an ongoing battle for skilled workers.
Attracting highly competent employees.
Individual approach to clients. Business leaders are looking for more information about customers. Responsiveness to customer expectations requires change
CEOs are making fundamental changes to existing business processes to respond more quickly and efficiently to the needs of markets and individual customers: A clearer understanding of the needs of individual customers, said 72% of respondents. Reduction of response time to market needs was also noted by 72% of respondents.
Expanding innovation through partnerships, noted 70% of those surveyed.

Expansion of partnerships promotes the introduction of radical innovative technologies. The need for innovation is not diminishing, so organizations are joining forces. At the same time, they take on more challenging and explosive innovative challenges. Instead of simply creating new products or introducing more efficient operations, they are much more likely to move to other industries or even create entirely new ones.

The IBM survey, as well as other surveys, state that the expansion and deepening of the interaction of international organizations with national / global regulators and globally integrating companies forms unified requirements for the characteristics of management among all participants in corporate relations.

In this regard, it is relevant to raise the question of the compliance of various methods of regulating the business of globally integrated companies with the principle of coordination compliance, the changing global economic and political landscape of their activities. The applied methods of business globalization must constantly change taking into account the factors of this landscape. In addition, this principle presupposes the mutual correspondence of the elements of the landscape of the world economy as a system (that is, the presence of a "space of mutual correspondence").

On the basis of conceptual and empirical analysis, the author singled out: first, modern factors of the economic and political landscape of the world economy, influencing the management of globally integrating companies.

Table 10 Factors influencing the management of globally integrated companies

Table 11 The influence of global factors of the modern economy on the content of the internal management functions of globally integrating companies

The evolution of the external environment constantly renews the range of impact on globally integrating companies and these changing conditions must be adequately matched by management, which in turn is undergoing transformation (see Table 26).

Analysis of the influence of factors of the economic and political landscape of the world economy on the development of management of globally integrating companies shows the relevance of further study of the relationship between the economic landscape and management in the context of a new interaction of a company with a whole set of factors. At the same time, the very variability of the content of the needs of these factors determines the features of the morphological structure of modern management.

According to the author, the key task of the management of globally integrating companies is the formation of a long-term impulse for hyper-growth of the organization based on the strategy of its globalization. Such an impulse should give dynamism to the development and hyper-growth of the organization, since only a dynamic organization is successful. The presence of this long-term phenomenon was confirmed in the course of an empirical analysis of data on the growth of turnover of the world's largest organizations, their profits and shareholder value over 20 years:

Thus, the global integration of a company begins with the formation of a strong globally oriented management (management of complex, dynamic systems) using a cognitive approach and creativity. It enables an organization to generate and develop the necessary capabilities and competencies. The linkages between functional managers should enable the organization to accumulate specialized knowledge and skills and apply them where it is required by its international / global activities. The management of a globally integrated company acts as an accumulator of the organization's knowledge base and as the main stimulator of their association and movement within it. For example, the pursuit of strong linkages between the research and technical functions of subsidiaries has prevented ITT from coordinating the development and deployment of digital long-distance exchange systems. Thus, simultaneously ensuring productivity, responsiveness, and learning opportunities requires the development of a multidimensional organization in which the effectiveness of managers of different groups is maintained, while at the same time each of them is protected from the dominance of others. The most challenging task for managers trying to meet the requirements of spontaneously evolving strategies is to develop new elements of a multidimensional organization while maintaining the effectiveness of one-dimensional abilities.

Management must globalize its activities, primarily in those areas of business where it has unique advantages and the greatest chances of success in competition, both on the national and international markets. For example, Nakal has shown that an alliance of an innovatively active plant and a developer of a new technology can result in technological leadership in the world market. In order to bring a serious innovation to the market, Nakal reached an agreement with an innovator from the automotive industry. Based on his breakthrough development, the organization created a new generation of industrial furnaces for nitriding steels and alloys - a catalytic gas nitriding (CGA) furnace. And as a result, it became a technology leader: its equipment has fundamentally new capabilities compared to what other world manufacturers have offered the market so far. "Nakal" delivered its first export oven with KGA to Spain in 2007. Nakal intends to create its own dealer network in the EU countries.

The organization must purposefully pursue business hypergrowth. Despite the modest starting positions, maintaining long-term high rates (namely, the constancy of growth in percentage terms is a mathematical property of exponents) sooner or later leads to the fact that the volume of business of such a company becomes huge. A classic example is Nokia Corporation, whose management, led by President and CEO Jorma Jaakko Ollila, has relied on the company's global integration through hyper-growth. In 1995, Nokia went through a major marketing crisis. And since 1996, phenomenal growth has begun. By 1999, sales had tripled, and profits had nearly tripled. The share price has increased 25 times. Investors have relied on high technology. This helped to solve the problem of financing growth. In 1994, Nokia shares and bonds were listed on the New York Stock Exchange. Capital from all over the world flooded into small Finland as Nokia managed to prove its effectiveness.

The main tasks of the management of a globally integrated company

“The enterprise of the future,” says Ginni Rometty, senior vice president of IBM Global Business Services, sees change as the 'permanent state' of the organization. Leaders who demonstrate the ability to effectively manage the most important changes are well aware that they can achieve competitive advantage by reaching new categories of consumers with their products and services, as well as by uncompromisingly translating the business model into the principles of global integration.

Based on the above presented opinion and the results of the characteristics of the management activity space of globally integrating companies, it is possible to determine the main tasks of strategic management at the present stage of its development, see table. 12 .

Table 12 The main tasks of the management of the company's global integration strategy

Formation of the company's global integration strategy based on dynamic capabilities

Modern conditions for the formation of a strategy for the global integration of the company

It should be noted, first: in the conditions of a transitional economy, not only the forms of concentration and centralization of capital, methods of competition, methods of regulating social and labor relations, but also the motives of business activities are changing. In many ways, this process is natural and objective. However, the experience of most developed countries, including Russia, confirms that if you do not regulate the processes of global integration and do not influence the development of forms and methods of entrepreneurial activity, then this can lead to a whole negative trend. So, in 2015, 5 Russian companies were included in the annual rating of the world's largest corporations in terms of annual revenue Fortune Global 500, compiled by the American Fortune magazine, and this is three less than in 2014. This number of companies in the rating does not please Russia as this is the minimum result with the world financial crisis of 2008.

The Fortune list includes Gazprom (MCX: GAZP), which dropped from 17th to 26th position in a year, LUKOIL (MCX: LKOH), which retained 43rd place, Rosneft (MCX: ROSN), which from 46th to 51st line. At the same time, both Russian banks included in the rating improved their indicators in 2015: Sberbank (MCX: SBER) moved up from 186th place to 177th, VTB (MCX: VTBR) - from 443rd to 404th.

In second place is the largest oil refining company in Asia - the Chinese Sinopec, which occupied the third line a year earlier. Its revenue is over $ 446 billion.

Anglo-Dutch Royal Dutch Shell with an annual turnover of $ 431 billion dropped from 2nd to 3rd position.

In total, the top 10 includes two American companies (Wal-Mart and ExxonMobil), three Chinese (Sinopec, China National Petroleum and State Grid), German Volkswagen, Japanese Toyota, and three British companies - Shell, BP and Glencore (LONDON : GLEN) (in two of them British citizens control only part of the share capital, notes the BBC).

Seven of the top ten companies represent the energy sector, two - the automotive industry and one - retail trade, see: tab. thirteen .

The most expensive company in the world Apple once again yielded to the eternal competitor Samsung Electronics in terms of revenue, taking 15th place in the Fortune Global 500 (Samsung - 13th), but at the same time it holds the 2nd place in terms of profit. The world leader in terms of annual profit is Industrial & Commercial Bank of China ($ 44.7 billion), which is only 18th in terms of revenue.

Second. The transitive economy forms fundamentally different conditions (factors) for the implementation of entrepreneurial activities on a global scale, which are decisive in the formation of the organization's global integration strategy, see: tab. 14 .

Table 14 The main factors in the formation of a strategy for the global integration of the organization.

Third. It should also be noted that in modern conditions, not only large, but also small companies (the Globals phenomenon) that are engaged in strategic innovative developments (development of new types of fuel, energy, water purification, etc.) can be global.

From the aforementioned modern conditions for the formation of a company's global integration strategy, let us move on to presenting the concept of the said strategy.

Company global integration strategy concept

The main goal of the organization when forming a global integration strategy is to maximize profits through the globalization of the market for its products / services based on the adaptation of the external environment of activity.

The result of the formation of a global integration strategy is the creation of an integrated international trade and industrial system.

The given factors of the organization's globalization currently provide a basis for presenting the conceptual provisions of the formation of a company's global integration strategy, its purpose and principles, see: tab. 15.

Table 15 Conceptual provisions for the formation of a corporate strategy for the company's global integration

When forming a strategy for the global integration of an organization, the author identifies the following list of the main dynamic abilities necessary for the formation of a strategy and their content. Which in a certain functional area is decomposed into a number of narrower daily routines / competencies / abilities necessary to maintain them at a zero level.

Table 16 Capabilities implemented at the stages of the organization's strategic management process

When shaping a global integration strategy, the organization generates and modifies the following competencies based on dynamic capabilities.

Table 17 Organizational competencies generated and modified by dynamic capabilities

Innovative activity is the most important result of the manifestation of dynamic abilities. In this case, it is necessary to take into account both technological (product / process) and organizational innovations. Organizational innovation refers to innovative solutions in the field of organizational structure and the course of various processes within the company.

Rice. one. The relationship between sources and outcomes of dynamic capabilities in shaping a company's global integration strategy

A critical element in considering dynamic ability is organizational change ability, which is generic. If an organization is able to change quickly, this gives it an additional advantage over its competitors.

Based on the above, the organization should not be perceived as a collection of its constituent business units, but as a combination of key competencies and dynamic capabilities. Through the latter, it systematically generates and modifies its operational routines and core competencies in an effort to improve managerial efficiency. According to the author, this combination of key competencies and dynamic abilities most adequately reflects the requirements of the formation of a strategy for the global integration of an organization in conditions of complexity and a dynamically changing business environment.

The place of competences and dynamic abilities in the process of forming an organization's global integration strategy is shown in Fig. 2.

Rice. 2. The relationship between competencies and abilities in the process of forming a company's global integration strategy

To ensure sustainable demand for its products in a changing environment, an organization must have the ability to recognize new business opportunities and competitive “challenges”. And then extracting economic benefits from them by making adaptive management decisions and carrying out organizational changes (transformation of competencies) based on organizational development, by which the author understands the practice of designing new opportunities for the resource base, key competencies and other endogenous factors based on the generation, assessment and development of dynamic capabilities of the company.

Theoretical approaches to organizational development based on dynamic abilities

Despite the relevance and a significant volume of publications on the topic of organizational development, they consider some important aspects, but there is no general theoretical model of organizational development. Today, different concepts coexist in the semantic field of “change management”. Often, "organizational transformation", "transformation management", "innovation management" and others are used synonymously.

The first programs of organizational development (organizational development) appear in the 60s of the twentieth century, which primarily focused on supporting gradual organizational change (K. Levin, W. Bennis). As a consequence, with the development of the problematic of strategic changes, a large number of models appear. In 1974, P. Wozlavik proposed two types of changes: first-order and second-order. His approach distinguished between qualitative changes to the system and reconfiguration of individual components within the system.

The relationship between evolutionary and revolutionary changes can be described using the model of periodically disturbed equilibrium (point equilibrium - "punctuated equilibrium model"), developed by M. Tushman and E. Romanelli. There is a type of evolution in which a long period of equilibrium is periodically disturbed by a short period of rapid development. It is characterized by relatively long periods of gradual changes, adaptations, interrupted by cardinal transformations.

The rapid emergence of new concepts has led to a variety of concepts, in theory and in practice, these concepts are often used in different ways. There is no "clear structure" in their array. Different concepts have different scales, intensity, some affect only the internal processes of the organization, others go beyond its scope. A number of them are aimed at creating an infrastructure that supports change, which is currently the most promising in the development paradigm.

The modern logic of organizational development priorities, based on the concept of dynamic capabilities and knowledge management, is that a source of competitive advantage can only be hard-to-replicate routine processes of “orchestrating” existing internal and external organizational competencies to create new combinations and align assets.

The goal of change management is to ensure the successful implementation of complex organizational processes, first at the national, international, and then the global horizon (level) of targeted hypergrowth in the formation of a company's global integration strategy.

The essence of organizational development based on dynamic abilities lies in the timeliness of the transition to a new stage of development - the stage of hypergrowth (Expansion & Hypergrowth Stage), by realizing the ability to globalize the organization, before the initial stage (Introductory Stage) ends (Fig. 11).

Fig. 3. A model of organizational development based on dynamic abilities in the formation of a strategy for the global integration of an organization

The main goal of the Introductory Stage strategy is to implement changes in order to provide access to the resources and capabilities that it needs, but that it does not have. This strategy is formed on the basis of new organizational models, permanent improvement of the structure, achievement of complementarity with the external environment, changes in services, modernization of products, creation of networks, etc.

The development and hyper-growth of the organization allows it to be kept within a given range of efficiency in the billing period, while the strategy of the Introductory Stage should be directed towards the future, the foundations of which should be laid already within the framework of the organization's presence in the national market. The space for the transition from the initial stage (Introductory Stage) to the stage of hypergrowth (Expansion & Hypergrowth Stage) is a two-pronged process that includes, based on the assessment and development of dynamic abilities, the development of improvements and innovations that allow the organization to prevent crisis and adapt to changes in external and internal Wednesday.

Click on the image to enlarge it

Rice. 4. Performance indicators of the rates and proportions of targeted hyper-growth of the organization

Methodological approaches are a guideline for the implementation of daily management activities and the development of an organizational strategy, and also allow predicting and assessing dysfunctions, violations in the organizational environment and in the system of making and implementing managerial decisions.

The essence of the approaches is to carry out organizational development based on the (dynamic) ability to: 1) identify new opportunities for development, 2) introject new opportunities for development into the consciousness of management; 3) the practical implementation of changes based on organizational configuration, intellectual capital, key competencies, and other factors of hyper-growth of the organization.

The concept of "organizational development", according to the concepts established in the literature and in practice, means a change in all component parts organization in order to meet the requirements of a dynamically developing environment, the tasks of expanding its internal capabilities to solve the current problems. Making changes related to organizational development is based on basic assumptions about people, groups and organizations.

The purpose of organizational development is to solve the problem of the gap between the goals of the company's global integration strategy, the external environment and the available and promising opportunities in the process of its implementation by the organization. This involves bringing the internal elements of the organizational system and the organization's potential in line with the variability of the environment, through the organizational configuration of the dynamic capabilities and competencies and components of the organizational system. Intangible, soft organizational components are relevant. The solution is to find a balance between development and stability, avoiding the dysfunctionalities caused by continuous development and ensuring that stability does not escalate into stagnation.

Organizational development challenge. On the basis of the organizational (dynamic) ability to develop, correctly assess the essence of the processes occurring in the external and internal environment, select and implement those innovations that will make it possible to nullify the variety of external and internal influences and a single line of behavior, maintain or increase the effectiveness of the organization's activities in the formation of the global strategy of the company's global integration.

Table 18 Organizational ability to change when shaping a company's global integration strategy

Presented in table. organizational capacity for change implies that development is not a periodic, but an ongoing process in which an organization permanently aligns itself with an unpredictable and rapidly changing environment in order to achieve its goals. Within this model, change is presented as a chain of endless modifications in work processes and relationships, caused by natural organizational instability and its response to external and internal circumstances.

Achievement of goals and improvement of work with targeted hyper-growth of the organization is carried out through innovation. Flexibility and innovation are used to indicate the direction of development required to achieve sustainable competitive advantage.

The focus of the planned organization is determined by the presence of a high-performing team, high autonomy, priority of norms and values over rules, adaptability, agility of teams, planning at the system level, development of strategic skills and core competencies, network structure, balanced focus on multiple goals and the priority of the human factor.

Organizational development forms a new corporate culture, to a certain extent, is a set of rules in force in a given organization.

The basis for planning organizational culture is a system of indicators, reflecting the goals, management objectives and expected outcomes. And also the processes of adaptive change, influenced by the historical experience of the organization in the development and modification of routines and supported by organizational memory and learning.

Organizational learning assumes that an organization, like people, has a memory and can learn. The priority is to optimize the factors of the organization's mentality for creativity, innovation, the creation of corporate knowledge and the implementation of dynamic abilities.

The organizational development program includes:

formation of a development project implementation group;
initial diagnostics - gathering information, assessing the dynamic capabilities and feasibility of an organizational development initiative;
design of transformational communications;
feedback and analysis of the received data;
planning of activities and solving the problem of resistance to changes as the main problem of implementation. Ways to overcome resistance;
interventions (directed at individuals, teams, relationships between departments and the organization as a whole);
training and regulatory support for organizational development;
using the controlling mechanism in the process of organizational development;
evaluation and additional research.

The assumptions underlying organizational development practice largely determine its nature.

The practical implementation of organizational development presupposes a number of sequential steps of active behavior of the organization in the market, based on the model of key development stages in the formation of its global strategy.

The new organizational system should be characterized by continuous improvement of all types of production and organizational and management processes based on the generation, assessment and development of the organization's dynamic capabilities.

Rice. 5. Organizational development in the formation of a company's global integration strategy based on dynamic capabilities

Methodological approaches to organizational development in the formation of a company's global integration strategy based on dynamic abilities is the result of systematization of theoretical and empirical concepts of various scientific schools of strategic management, as well as research into the evolution of approaches to organization management, taking into account intellectual capital. Methodological approaches determine the main goal of organizational development, the paradigm and principles of strategic changes in the formation of a corporate global strategy, the zone of organizational decisions, criteria for assessing the effectiveness of the development management system and other elements of a globally integrating company.

The concept of hypergrowth in the company's global integration strategy

Economic hyper-growth is the main condition for increasing the competitiveness of a company and, at the same time, itself largely depends on it. Therefore, the task of achieving a global status by an organization is considered in conjunction with its development, by which we mean a process of functioning aimed at a constant qualitative improvement of the system while achieving the set quantitative indicators of the organization's globalization. In practice, the implementation of such an ambitious strategic approach has always occupied the minds of entrepreneurs and therefore has its own extensive historiography of theoretical and methodological concepts and the corresponding models of transnationalization / globalization of the company, see table. nineteen .

Table 19 Evolution of theoretical and methodological concepts and the corresponding models of transnationalization and global integration of the company

Modern innovation-active organizations, both in Russia and abroad, widely practice innovative activity, active behavior in the market and hyper-growth.

Accelerated acquisition of a global status by an organization initially orients the development of an organization towards an economically achievable and qualitatively new global level of activity.

Click on the image to enlarge it

Fig. 6. Recurring phases of each horizon of the formation of a global strategy for hypergrowth of the organization

The mutual complementarity of dynamic abilities and key competencies based on organizational development connects the individual experience of managers and their model of the industry landscape with the success of the organization in the changing horizons, stages and stages of the formation of a global integration strategy.

Click on the image to enlarge it

Rice. 7. Organizational development in the formation of a company's global integration strategy

When conceptually constructing the concept of horizons for the formation of a strategy for the global integration of an organization, the author was guided by the definition of F. Nietzsche in the interpretation of M. Heidegger.

The horizon, the sphere of the constant that surrounds a person, is not at all a wall that fenders him off: the horizon as such is transparent, as such it points beyond its limits to the non-solidified (Nicht-festgemachte), becoming, able to become, to the possible. The horizon, which belongs to the essence of living things, is not only transparent: it is somehow constantly measured and in the broader sense of "seeing and seeing" it is "visible" through and through. Practice as the fulfillment of life is carried out in this view: in "perspective". The horizon is always within perspective, in peeping through (Durchblick) into what is possible that can emerge from the becoming and only from it, therefore, from chaos. Perspective is a pre-drawn trajectory of such peeping through, on which the horizon is formed in each case. The ability to look-ahead (Vorblick) and look-through, together with the formation of the horizon, belong in a single way to the essence of life.

Nietzsche often equates horizon and perspective and therefore never gives a sufficiently clear statement of their difference and relationship. This ambiguity is rooted not only in the style of Nietzsche's thinking, but also in the very essence of the matter, since the horizon and perspective are necessarily subordinate to each other and, as it were, superimposed on each other, so that often one can replace the other.

Determination of the elements of the company's dynamic capabilities and their content, when forming a global integration strategy

In the newest interpretation of D. Tees, the dynamic abilities of an organization include the following set of elements (organizational skills):

When forming a strategy for the global integration of an organization, the author identifies the following minimum required set of elements of dynamic abilities, see: tab. 44. Which in a certain functional area is decomposed into a number of narrower daily routines / competencies / abilities.

A key step in shaping an organization's global integration strategy related to dynamic capabilities is to identify the foundations on which to create, maintain, and leverage distinctive and hard-to-replicate benefits. Table 46 presents the minimum required set of elements of dynamic abilities (organizational skills) of the organization in terms of: 1) criteria (they must provide "this and that"), 2) processes (they must implement "this and that" ), 3) parameters (they should record “so-and-so”), 4) their analysis / evaluation, and 5) measurement.

Table 20 Dynamic abilities to shape the company's global integration strategy

Table 21 The minimum required set of dynamic capabilities for the globalization of the organization

Table 22 The minimum required set of dynamic abilities for globalization (organizational skills) in the formation of a strategy for the global integration of a company

6. Benefits of targeted hyper-growth in a company's global integration strategy

In the formation of a strategy for global integration, special emphasis is placed on identifying the advantages of targeted hyper-growth of an organization that allows generating sustainable competitive advantage. ...

Table 23 Benefits of Targeted Hypergrowth in a Company’s Global Integration Strategy

Http://www.vestnik.mgimo.ru/index.php?option=com_content&view=article&id=215, p.260, 263-264; Dementyeva A.G. Development of corporate governance in the context of globalization. Abstract dis. ... dr. econom. sciences. M., 2012 .; Environmental innovation and globalmarketship // ENVIRONMENT DIRECTORATE ENVIRONMENT POLICY COMMITTEE Cat: ENV / EPOC / GSP (2007) 2 / FINAL. URL: (date of access 03/21/2015).

Ford J.D., Ford L.W., McNamara R.T. Resistance and the background conversations of change // Journal of Organizational Change Management. 2002. - Vol. 15. - No. 2, - P.106.

A.T. Strategic management: Textbook. - M .: TK Welby, Ed. Avenue. - 2007.S. 60-63.

Johnson G., Scholes K. Exploring corporate strategy. Cambridge. 1989.

Chapman J.A. A framework for transformational change in organizations // Leadership and organization development journal. 23/1, 2002. - P. 16 - 25.

See, for example: Hill F.M., Collins L.K. A descriptive and analytical model of organizational transformation // International journal of quality & reliability management, 2000. - Vol. 17. - No. 9. - P. 966 - 983.

Hammer M. Corporation Reengineering: Manifesto of the Revolution in Business / Moscow: Ed. "Mann, Ivanov and Ferber", 2010. P.48.

Beugelsdijk S., Slangen A., von Herpen M. Shapes of organizational change: the case of Heineken Inc. // Journal of Organizational Change Management. 2002. - Vol. 15. - No. 3 - P.312.

Koch A. Systematisches Controlling von Change Management Kommunikation // Change Kommunikation, Marburg: Tectum Verlag, 2004. - S.106.

A detailed set of similar concepts is listed based on monitoring results of the consulting company Bain & Co management tools are used by companies around the world. data on the website comp. Bain & Co: URL: http://www.bain.com (date accessed: 22.04.2016).

Teece D.J. Profiting from technological innovation: Implications for integration, collaboration, licensing and public policy. Research Policy. 1986. No. 15 (6), p. 285-305; Winter S. Knowledge and competence as strategic assets. In: Teece D.J. (ed). The Competitive challenge - Strategies for Industrial Innovation and Renewal Ballinger: Cambridge, MA, 1997; Tees D.J. Obtaining economic benefits from knowledge as assets: "new" economy, know-how markets and intangible assets // Russian magazine management, 2004, No. 2 (1). S. 95-120; Tees D.J., Pisano G., Shuen E. Dynamic abilities of the firm and strategic management. Bulletin of St. Petersburg University, series: Management, 2003, No. 4. S. 133-183; Teece D.J. Dynamic capabilities. In: Lazonick W. (ed). The International Encyclopedia of Business and Management Thomas Learning Publishers: London; 2002, p. 1497-1512; Teece D.J. Explicating Dynamic capabilities: Innovation Processes, Investment Decision - Making and Asset specialization / Orchestration in au (Economic) Theory of (Strategic) Management. University of California, Berkeley, 2005.

Teece D.J. Dynamic capabilities. In: Lazonick W. (ed). The International Encyclopedia of Business and Management Thomas Learning Publishers: London; 2002, p. 1497-1512.

The concept of "organizational change", in contrast to the concept of "organizational development", in the modern literature, is not uniquely defined. In most publications, "change management" acts as a "concept - a container", which means everything related to the word "change" in any of its meanings: Koch A. Systematisches Controlling von Change Management Kommunikation // Change Kommunikation , Marburg: Tectum Verlag, 2004. - S. 95.

Waddell D. Resistance: a constructive tool for change management // Management Decision. 1998. - Vol. 36. - No. 8. - P.545.

Integration phenomena can be traced the global and regional levels.

At the global level, integration is manifested:

1. in the creation of international legal ties between regional integration associations;
2. in the creation, functioning and development of transnational markets for goods and services (within the WTO system and outside this system).

As method international legal regulation of integration processes is not only coordination, inherent in MP, but also subordinate method (elements of supranational regulation in the EU).

However, integration at the regional level is acquiring the most comprehensive and manageable character: in Europe, Northern and South America, Asia, Pacific region, Middle and Middle East, Africa.

56. An integration association is an economic space with a special (preferential) legal regime... From the point of view of the MEP, in connection with the integration processes, the problem arises of the relationship between this "intra-integration" regime and the NSP. Similar questions arose in connection with the creation of the EEC, EFTA, LAST.

Assuming that due to PNB third states can demand "intra-integration" benefits, this will mean the impossibility of integration, a ban on integration.

This problem was considered in the Commission international law UN in preparation of "draft articles on most-favored-nation clauses", which could become an international convention.

It should be noted that Art. XXIV of the GATT text provides for "customs unions", "free trade zones" as an exception from the scope of the NSP. However, in practice, none of the agreements on the customs union or free trade zone fully met the requirements of the GATT, and nevertheless, all these associations were recognized as entitled to exemption from obligations arising from the NSP.

Taking this into account, it can be argued that the benefits provided by states to each other within the framework of integration associations do not fall within the scope of the NSP either on the basis of an international treaty (GATT, bilateral trade agreements providing for such exceptions), or on the basis of an established international legal custom.

In connection with the establishment of international legal relations between integration associations, new features are introduced into the practice of applying the PNB: there is a kind of "shift" of the application of this principle from the interstate level to the level of "integration association - integration association".

So, for example, in 1983, an Agreement on Economic Cooperation was concluded between the EEC and the Andean Pact, which stipulates (Article 4) the mutual provision of MFN.

A similar provision was contained in the agreement between the EEC and member countries ASEAN, as well as in the draft framework agreement between the EEC and CMEA.

The strength of regional economic integration lies not only in expanding the opportunities for growth of the countries of the region by lowering trade barriers and lowering the cost of goods for consumers. There are important external dividends that are being received by successful and dynamically developing integration blocs, thanks to which the gravity of the expanding economic bloc improves the conditions for trade and investment with the outside world.

In economic integration, success breeds success, including in terms of creating a sufficiently large economic mass, whose gravitational force (“gravity model” in international trade) is becoming more and more powerful in comparison with neighboring economies.

An illustrative example in this regard is the evolution of EU integration, which followed the example of building a critical mass of large economies in Europe (France and Germany as key heavyweights), which served to attract trade flows from neighboring economies. As a result, the gravitational pull of trade flows caused the so-called "domino effect", which led to the fact that more European countries began to join the ever-expanding and massive European Union. Times have changed since then, and in a situation where the next cycle of "integration growth" can be carried out by the global South, nation states and whose integration blocks are still largely fragmented, especially in Eurasia.

The current system of a highly integrated developed world and a largely fragmented global South can persist for quite a long time if developing countries do not intensify efforts to unite existing integration blocks within common integration platforms. The first beginning in this process may be the creation of a critical mass, first in Eurasia, by uniting India, China and Russia within the framework of the expanded Shanghai Cooperation Organization (SCO +), which will create the basis for attracting other regional blocs of the global South in Eurasia (such as ASEAN) to the widest platform for developing countries on the continent. It will also form the foundation for EU engagement in more active economic cooperation with the emerging economies of Eurasia, while an expanded SCO + can also contribute to the creation of a global platform for South-South integration, either based on BRICS + or TRIA (see Ya. Lisovolik, “Imago Mundi: Coordinated South-South Action by Continents”).

The corresponding sequence of creating a global framework for South-South interaction, which is becoming significant enough to ensure full-scale cooperation with the developed world, can develop in the following stages:

The Russia-India-China Triangle: Closer Coordination between the Three Countries in Promoting the SCO as a Key Integration Platform for the Developing Economies of Eurasia

Greater Eurasia: Creation of an expanded SCO + structure, which will already be large enough to establish closer ties with the EU in creating a pan-continental alliance and promoting integration ties

Integration of the Global South: Creation of a BRICS + / BEAMS and / or TRIA structure that attracts other regional blocs from the developing world in the formation of increasingly widespread coalitions and megablocks of the global South

Global North-South Platform: The expanded integration platform of the global South is likely to exert a stronger “gravitational pull” in relation to the developed world, including in terms of coordinating the creation of North-South integration structures

It follows that there is a certain sequence of actions that can be followed in building a more balanced global economic architecture. The most important part of this sequence has to do with closing fragmentation and gaps in regional layers of global governance (especially in the global South), which in recent decades has become increasingly important for the development and maintenance of macroeconomic stability. The formation of a more coordinated framework in relations between developed and developing integration economic platforms is unlikely to provide a breakthrough without more active steps from the global South, specifically in strengthening South-South integration. For the developing world, two key integration tools in achieving greater engagement with developed economies are related to the SCO + structure (fostering cooperation with the EU in Eurasia) and the BRICS + structure (to expand cooperation between the developed world at the global level).

Ultimately, sustainable globalization or economic integration is unlikely to be achieved exclusively at the level of global economic organizations and without progress in creating coordinated structures within the framework of the largest regional integration mechanisms. Rather than making minor changes to the system of global institutions, a comprehensive renewal of the regional factor of global governance and its greater coherence with other levels of global governance may be the key to a successful restructuring of the global economic architecture.

The word “integration” is often heard in news feeds or news broadcasts, usually in the context of an economic or political event or situation. It is quite densely included in our lexicon, but at the same time its meaning is not clear to everyone. This article will help answer the question of what integration is. In addition, you will be able to fill knowledge gaps and better understand what is happening in the political and economic Olympus.

What is Integration?

The Latin word "integration" means the process of combining different parts into a single whole. At the same time, depending on the context of the use of this term, the definition is specified and supplemented. In the economic context, integration is the process of active convergence, merging and mutual adaptation of national economic systems. They tend to self-regulation and self-development on the basis of political and economic agreements agreed between states.

International level

International economic integration consists of a number of criteria that ultimately determine its essence:

It is probable only between countries that are close to each other in social and ideological structure, have political compatibility of systems and comparability in terms of economic level of development.
International economic integration is effective and even more successful only at an equally high level of development of productive forces, that is, it is possible between developed countries.
It has its own internal logical sequence of activities, since the various components of integration are closely interconnected and interdependent.
It is managed and directed at the highest level - interstate and intergovernmental.

European version

European integration has a rather long history, where the search for an optimal way of development and formation of a united Europe has been carried out for several decades. So far, it has not yet been found, since the countries trying to unite have very heterogeneous processes, which makes integration difficult. Let's consider what integration is in a European way.

The longest, on a large scale and with global processes, integration began in Western Europe back in 1958. The formation of the European Economic Community (EEC) marked the beginning of the creation of the European Union (EU), the purpose of which was to form a single economic and financial market. And in 2002, European integration continued with the creation of a single union currency, which led to a more complex stage of integration - political.

Integration signs

There are a number of signs by which it is possible to classify the changes taking place in the country as prerequisites for integration or the immediate beginning of this process:

Interweaving and penetration into other areas of production processes.
Profound changes in the economic structure in the countries participating in the integration.
Necessary and targeted management of merger processes.
The emergence in connection with this factor of various structures at the interstate level.

Forms of integration

The forms (or stages) of integration have several levels. First of all, as a rule, a free trade market is formed, aimed at a gradual reduction and further abandonment of customs duties and payments between the participating countries in terms of mutual trade in various goods. The second stage is the creation of a customs union, which implies mutual duty-free trade relations and a single foreign trade tariff in relations with countries that are not united by integration.

The third stage is the creation of a single market. This means free trade and production processes within the integration countries, as well as the creation of a centralized governing body. The goal is a single market as one state, where there is free and unimpeded movement of goods, services, labor and capital. At the fourth stage, an economic union is created, then a currency union. A unified policy is being pursued in relation to the economy, finance, the currency of the integration participants, as well as citizenship.

Integration conditions

There are a number of conditions under which integration can be not only possible, but also successful:

The economies of the uniting countries should be at approximately the same level.
All countries of the union should be at the stage of growth: economic, political, cultural, and so on.
There is a need for political decision-making at the level of the governments of the participating countries.
It is desirable to have a close territorial disposition of powers, common borders.
It is necessary to decide on the state-leader in the association.

Development

There are a number of factors influencing the development and acceleration of the integration processes. These include:

openness and transparency of the national economies of countries striving for integration;
division of labor at the international level;
dynamic development of the global infrastructure and market;
production going beyond the borders of your country and its optimization at the world level;
strengthening and redistribution of financial flows;
migration flows of labor;
international development of the scientific and technical sector;
creation and development of international systems for the management of transport, communications and information.

All of the above factors stimulate the stages of the merger and contribute to the transition of the merger to a fundamentally new level of quality. Integration and development together intensify competition, lead to an increase in scale, progression of specialization and cooperation of production, which, in turn, contribute to economic recovery.

Pros and cons

Despite the fact that the implementation of integration processes carries a lot of positive factors for the national economies of the uniting member countries, there are also negative aspects. The most common integration problems are as follows:

The processes of convergence and merger are restrained due to the incomplete and weak addition of the economies of the participating countries.
Infrastructure is developing unevenly.
There is a difference in economic levels and, accordingly, in the potential for further development.
Instability of the political system is possible in at least one participating country.

Facing such obstacles on the path of integration, the countries delay the processes of unification for many years, which cannot have a positive effect on their economies and leads to negative consequences. What is integration for countries with less developed economic sectors? It leads to an outflow of various resources and their redistribution towards more stable members of the coalition. In addition, the increase in production within the framework of the integration association carries a delayed effect of losses precisely from the increase in scale. There is a risk of collusion between the participating countries for a certain segment of the market for goods, which will undoubtedly lead to an increase in prices for them.

The advantages of integration processes include an increase in the size of the market for free trade, which, in turn, leads to competition between countries. This provides an impetus for the provision of better conditions for trade, as a result of which the infrastructure is improved and the latest world technologies are also actively disseminated.

Integration examples

There are a lot of them in the world. Let's give an example of the largest, well-known and most successful associations:

Send your good work in the knowledge base is simple. Use the form below

Similar documents

Global company strategy

Analysis of the morphological characteristics of the management of a globally integrated company

Growth and hyper-growth of the company in the context of the formation of a global integration strategy based on the assessment and development of the level of dynamic abilities

The space for the management of a globally integrated company

The main tasks of the management of a globally integrated company

Formation of the company's global integration strategy based on dynamic capabilities

Modern conditions for the formation of a strategy for the global integration of the company

Company global integration strategy concept

Theoretical approaches to organizational development based on dynamic abilities

The concept of hypergrowth in the company's global integration strategy

Determination of the elements of the company's dynamic capabilities and their content, when forming a global integration strategy

What is Integration?

International level

European version

Integration signs

Forms of integration

Integration conditions

Development

Pros and cons

Integration examples