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Title Методологічні засади формування коопетиційної моделі організаційного розвитку підприємств
Authors Shvindina, Hanna Oleksandrivna
Keywords організаційний розвиток
коопетиційна взаємодія
коопетиційна модель
конкурентний тиск
драйвери коопетиційної поведінки
коопетиційний партнер
організаційна в’язкість
стратегічні альянси
organizational development
coopetition interaction
coopetition model
competitive pressure
drivers of coopetitive behavior
coopetition partner
organizational viscosity
strategic alliances
Type Synopsis
Date of Issue 2019
Publisher Сумський державний університет
Citation Швіндіна, Г.О. Методологічні засади формування коопетиційної моделі організаційного розвитку підприємств [Текст]: автореферат ... д-ра екон. наук, спец.: 08.00.04 – економіка та управління підприємствами (за видами економічної діяльності) / Г.О. Швіндіна. - Суми: СумДУ, 2019. - 36 с.
Abstract В дисертації розвинуто методичні засади формування системи організаційного розвитку та обгрунтовано концептуальні засади класифікації його моделей; визначено сутність коопетиції, здійснено кластеризацію теорії коопетиції за напрямками досліджень та хронологією становлення, виявлено найбільш ймовірні сфери формування стратегічних коопетиційних альянсів; запропоновано теоретико-методологічні засади визначення ключових факторів успіху підприємств – галузевих лідерів та отримано концептуальне пояснення причин і наслідків формування конкурентного тиску та ключових драйверів коопетиційної взаємодії; розроблено методологію галузевої селекції потенціальних учасників коопетиційної взаємодії, а також методичний інструментарій вибору потенційного коопетиційного партнера, методологічні основи та методичний інструментарій оцінювання ступеня готовності підприємства до впровадження стратегії коопетиції як проактивної стратегії організаційного розвитку.
The disseration is aimed to develop theoretical basis and methodology for forming coopetition model of the organizational development in the context of strategic management. In the thesis, the methodology and methodical guidelines for evaluation of the readiness of an enterprise to implement coopetition model are performed that based on integral indicator assessment which generalizes the features of industry dynamics, market heterogeneity, the degree of cooperation inside of an enterprise and competition level. At the same time, the understanding of coopetition is presented as a system of paradoxical multilevel interactions between proactive economic entities that choose the partner consciously despite the previous experience or duration of the interactions towards new value creation and new competences generation. The classification of the coopetition is developed by restructuring the features, types and number of participants of the interaction, meanwhile, the organizational development models are classified by including the coopetition as an atypical and yet normal attribute of organizational dynamic. Therefore, the organizational models are classified by the following approaches: situational, selection, dialectic, theological, institutional, phenomena, game theory, revolutionary, cyclic and wave approach, and structural functionalism. The organizational development is interpreted as a system of coopetitive organizational and economic interrelations that are formed owing to dialectic interactions of planned and spontaneous interventions into organizational processes and structures, that develop co-evolutionarily reproducing mutual influence of the transformations in the business environment and strategic management concepts. As a results of overview of previous findings and comparative analysis the system of key features of organizational development is complemented by the following: coevolution of the strategic and organizational adaptations (or mutations), multifunctional leadership, the existence of systematic paradox of organizational development (proactivity and adaptivity co-existence), and coopetitive features of organizational development. In the thesis, the bibliometric analysis was conducted to reveal the clusters of the main academic outcomes in the sphere of coopetition research, the chronology analysis, global trends and the most possible trajectories of the future development of coopetition research were presented. The hypothesis about the existence of certain drivers of competitive, coopetitive and cooperative behavior in the market was formulated and proved by DEA which implies the determination of the efficiency of transformation of the inputs of an enterprise into outputs, and which gives the opportunity to reveal the industrial specifics of forming the competitive pressure, key drivers of competitive and coopetitive interactions. The air crafting industry became the pilot for the research to check the hypothesis. It is proved that the competitive pressure from B2B customers (airlines) arise and shifted the focus of competitive interactions between main players towards cost-effective decisions to the detriment of human-friendly decisions. Coopetition as an opposite to rent-seeking behaviour may offer many options that will bring benefits in terms of resources economization, as well as safety and security benefits. The methodology of the preliminary selection of the potential partners was performed in the thesis. The offered methodology is based on evaluation of three criteria: market share, intentions to competences development and ability to cooperate. These criteria allowed to form the profiles of the enterprises (outsider, laggard, business shark, lone ranger, scout, benefactor, innovator and technological leader) and their possible interferences (coopetition, intense competition, light competition, the cooperation of strong ones, cooperation of weak ones, neutrality and opportunism). The matrix of interference presented in the thesis is an effective tool for decisionmaking about the choice of strategic partner for coopetition. The methodical toolbox is developed as a two-steps approach which implies the microeconomic stability evaluation and cooperation stability assessment. The microeconomic stability hexagon is based on the evaluation of the dispersion of revenue and margin, research and development costs, sales and administration costs, long-term debts (quantitative data), meanwhile the cooperation stability hexagon is based on assessment of cooperative interactions in a sphere of supply, research and production (combination of quantitative and qualitative data). After revealing the most relevant potential partner for further coopetition there is a need to evaluate the business-patterns and strategic ploys in accordance complementarity of the further structuring business-processes. CANVAS modelling as a methodical approach was re-structured and re-grouped towards the search of homogeneity and /or heterogeneity of the patterns, and new zones of interactions with the potential partner, which can be done by the modification of neural network analysis (as it was performed in the thesis). The CANVAS-model is complemented by new blocks of the analysis: competitors-opportunists and competitors-voluntars (neologism). In the thesis the qualitative data research was performed (the combination of the expert evaluations and empiric research). The survey data were collected and processed to reveal the main antecedents and laws of coopetition appearance in such industries of Ukraine as: air crafting, car manufacturing, chemistry, energy and machine-building industries. It was revealed the link between the readiness to implement the coopetition strategy and life cycle of the organization, between readiness and internality – externality, and reactivity of the TOP-management of the enterprises. It is proved the coopetition is related to the competences-oriented strategy and is the opposite to the risk-avoiding and rent-seeking behavior. The hypothesis about the interrelations between the readiness to implement coopetition and the organizational characteristics was proved. Thus, the industrial specifics were revealed as a result of data processing: there is a link between the readiness and life cycle of the organization, internality or externality of TOP-management and activity degree in a process of decision-making. The criterions of the partner choice were detailed for the industries of Ukraine, and the link between opportunism and readiness to implement the coopetition was identified. In the thesis, it is offered to use the term "organizational viscosity" as a characteristic of an organizational system that affects the speed of evolution towards coopetition as a new paradigm, and which is related to decentralization and speed of decision-making and dynamics of organizational configurations.
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