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Title:STRATEGIJE STRATEŠKIH ZAVEZNIŠTEV PODJETIJ NA GLOBALNEM TRGU
Authors:Štibler, Sonja (Author)
Jurše, Milan (Mentor) More about this mentor... New window
Files:.pdf MAG_Stibler_Sonja_2013.pdf (655,91 KB)
 
Language:Slovenian
Work type:Master's thesis/paper (mb22)
Typology:2.09 - Master's Thesis
Organization:EPF - Faculty of Business and Economics
Abstract:Globalizacija je zelo zapleten pojav, ki sili podjetja k hitrejšemu spreminjanju in prilagajanju svojemu okolju. Da pa lahko podjetja to realizirajo, morajo imeti potrebne vire in zmožnosti, ki jim dajejo potrebne konkurenčne prednosti pred konkurenti. Strateška zavezništva so definirana kot združevanje virov in sposobnosti dveh ali več podjetij z namenom doseganja skupnih ciljev kot tudi ciljev vsakega posameznega partnerja. Vsako podjetje, ki vstopa v strateško zavezništvo, ima za to svoje motive, ki se običajno nanašajo na krepitev razvojne zmožnosti in konkurenčnosti podjetja. Najpogosteje uporabljena oblika strateških zavezništev so joint venture podjetja, pri katerih gre za kapitalsko obliko strateškega zavezništva z ustanovitvijo skupnega podjetja. Pri oblikovanju strateških zavezništev je najpomembnejše, da pravilno oblikujemo in izvajamo osnovno strategijo strateškega zavezništva. Paziti moramo tudi na izbiro primernega partnerja, ki mora imeti komplementarna znanja, kooperativno kulturo, kompatibilne cilje in sorazmerno raven tveganja, ki je vključeno v zavezništvo. Pomembno pa je tudi, da strateško zavezništvo pravilno upravljamo in nadzorujemo. Na drugi strani pa lahko do prenehanja zavezništev pride zaradi izteka zavezniške pogodbe, združitve ali prevzema partnerja, spremembe dejavnosti, sporazumne prekinitve itd. Uspešnost strateškega zavezništva lahko merimo z objektivnimi ali subjektivnimi merili. Na podlagi raziskave izbranih primerov strateških zavezništev smo ugotovili, da so najpogostejši razlogi za neuspešnost prikriti nameni pri vstopu v strateško zavezništvo, nekompatibilni cilji in kultura, nezadostna in neprimerna komunikacija itd. Na koncu smo podali še smernice za snovanje in upravljanje strateških zavezništev kot lastno sintezo spoznanj iz teoretičnega in empiričnega raziskovanja.
Keywords:globalizacija, strateška zavezništva, motivi strateških zavezništev, uspešnost strateškega zavezništva, prenehanje strateškega zavezništva, joint venture podjetja
Year of publishing:2013
Publisher:[S. Štibler]
Source:Poljčane
UDC:339.9
COBISS_ID:11515676 Link is opened in a new window
NUK URN:URN:SI:UM:DK:Y6M7CVJ8
Views:1114
Downloads:295
Metadata:XML RDF-CHPDL DC-XML DC-RDF
Categories:EPF
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Secondary language

Language:English
Title:STRATEGIES OF STRATEGIC ALLIANCES ON THE GLOBAL MARKET
Abstract:Globalization is a complex phenomenon which forces companies to faster changes and adoptions to its environment. That can companies this realize, they must have the necessary resources and capabilities, which give them the necessary competitive advantages over his competitors. Strategic alliances are defined as the pooling of resources and capabilities of two or more companies in order to achieve common goals as well as goals of each partner. Every company entering into a strategic alliance has therefore their motives, that are normally relate to strengthening development capacity and competitiveness of the company. The most commonly used form of strategic alliances are joint ventures. Joint ventures are capital form of strategic alliances in which we establish a joint company. By forming strategic alliances it is important that we properly design and implement the basic strategy of a strategic alliance. Care should be taken in the selection of a suitable partner, who must have complementary skills, cooperative culture, compatible goals and commensurate level of risk which is included in the alliance. It is also important that the strategic alliance is properly managed and controlled. On the other hand, the termination may occur due to expire of alliance contract, merger or acquisition of the partner, change of activity, agreed termination, etc. The success of a strategic alliance can be measured by objective or subjective criteria. On the basis of studies of selected examples of strategic alliances we found out, that the most common reasons for failure are: hidden motives by entering into a strategic alliance, uncompatible goals and culture, inadequate and inappropriate communication, etc. On the end we can give guidelines for designing and managing of strategic alliances, as our own synthesis of knowledge of the theoretical and empirical researching.
Keywords:globalization, strategic alliances, motives of strategic alliances, success of strategic alliances, the termination of strategic alliances, joint ventures


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