New forms of business organization. Network forms of organization of modern business Network form of organization of business

Methodology for researching network forms of business organization

Sheresheva M.Yu.(scientific ed., introduction, conclusion, chap. 1, 2, p. 3.2); Beck M.A.(chap. 7, 8); Beck N.I.(chap. 6-8, appendix 3); Buzulukova E.V.(p. 2.3); Kolesnik N.A.(appendix 1); Lyubakova N.M.(chap. 6, appendix 3); Mariani M.(p. 1.2); Popov N.I.(chap. 4); Rebyazina V.A.(and. 3.1); Sterligova A.N.(ch. 5, appendix 2); O. A. Tretyak(chap. 4)

Introduction

This collective monograph is the first publication in Russia in which an attempt is made to comprehensively consider different approaches to the study of the network interaction of companies and presents the results of research carried out by the staff of the laboratory of network forms of organization of the Faculty of Management of the National Research University Higher School of Economics within the framework of projects of the Central Fund for Fundamental research NIUHSE.

The conditions in which modern companies have to operate are fundamentally different from those of the last century. The speed of change and the degree of uncertainty that market players have to deal with have reached impressive proportions. At the meso and macro levels, there is an increase in the processes of economic integration, which has taken on a global scale. The changes associated with the transition to the historical phase of the "information society", as E. Toffler, M. Castells and other scientists have shown in their fundamental works, are far from unambiguous and represent a complex combination of centripetal and centrifugal tendencies. However, the general trend is obvious: the formation of a "network society" is taking place - a dynamic open system, the basis of which is "networks of production, power and experience, which form a culture of virtuality in global flows crossing time and space ... All societies of the information age are really permeated - with varying intensity. - the ubiquitous logic of the network society, whose dynamic expansion gradually absorbs and subjugates the pre-existing social forms ”[Castells, 2000, p. 505].

In the world there is an intensive diffusion of "brains" and technologies, instead of rigidly demarcated from each other industries, their complex interweaving arises. There are emerging industries of a new type, in which the successful activity of economic agents is based on the possession of key competencies - specific knowledge, supported by the ability to use them in the organization of production and competition. Accordingly, at the micro level, fundamental changes take place in the relationships between subjects, generated by changes in the characteristics of the environment in which they interact. Deepening the specialization of companies in the face of growing interdependence of spheres of activity and industries is changing the nature of competition. In modern markets, in order to create a competitive integral product that satisfies the needs of the client, as a rule, there are not enough resources of one company; the participation of other market players with complementary resources and competencies is required.

The competitive advantages of successful companies are largely based on mutually beneficial cooperation with numerous partners: suppliers and consumers, manufacturers of complementary goods and services, distributors and dealers, government and public organizations, universities and research centers. “No business is an island”, as well-known researchers H. Hawkanson and I. Sneota rightly noted, paraphrasing the famous phrase of the poet John Donne. Faced with the growing likelihood of their own loss as a result of the counterparty's loss, business entities with limited rationality become more inclined to choose the “mutual benefit” alternative as the optimal one in terms of the ratio of total benefits and costs. There is an expansion of strategic options and flexible combinations of various forms of intra- and inter-firm ties.

In other words, the properties of modern markets force companies to actively expand the range of partnerships, including through participation in interorganizational networks. “Top and middle management is not only confronted with a rapidly changing business environment on a global scale, but also with the fact that this environment requires enterprises to be extremely proactive in building interactions / partnerships with other enterprises ... as well as excellence in creating new technologies , products and services ”[Teese, 2011, p. 500].

Global crises of the late XX - early XXI century. additionally spurred the search for new market opportunities and made it even more obvious that in today's markets the efforts of one single company are not enough to successfully conduct business. A combination of many conditions is required, a combination of economic, organizational, technological capabilities of different market players.

In this regard, over the past decades, the world economy has seen a rapid growth in network interaction, which takes various organizational forms. Such concepts as a situation of mutual gain or competitive cooperation (coopetition - word formation from English, cooperation - "cooperation" and competition - "competition") have appeared and are widely used in business practice. The cooperative behavior of market participants has become more and more widely observed in the form of both the establishment of stable vertical inter-firm interactions (between members of the value chain) and the development of horizontal ties (between competitors).

Many modern researchers believe that network organizational structures are the most adequate in terms of the requirements of modern markets, and their rapid development is a natural stage in the evolution of organizational forms. In an increasingly competitive global marketplace, organizations focus on a relatively small number of core and core competencies and collaborate extensively with other organizations to maintain technology or improve efficiency to reduce costs and remain competitive.

J. Lipneck and J. Stamps note that each historical epoch has its own special organizational form, and it is the network that is the organizational form of the new information age. “In the industrial era, companies were built on the principle of 'do more, do it cheaper.' This was achieved through scale and tight internal controls. In the information age, companies are looking for something different: fewer assets, faster growth, and fewer activities within the same enterprise. These are the features of the network organization ”.

It is believed that new organizational forms function more efficiently than intra-firm investments in company development. Firms tied into a network of contracts are able to coordinate a significant portion of their business without increasing the intra-firm costs associated with company growth, while more dynamically adapting to unforeseen changes in a turbulent environment or to new opportunities discovered in the course of interactions with customers.

Business networks are seen as a profitable strategy for small and medium-sized enterprises to help them grow and develop without the surge in intra-company costs associated with company growth. Network forms, linking many small and medium-sized companies into unified structures, make them able to successfully compete with business giants, show and enhance their advantages, which are flexibility and adaptability to market demands. Talented workers from small networked firms "move faster, work harder, and take higher risks." As a result, powerful market incentives are awakening that encourage companies to innovate technology, gain access to new technical resources, attract high quality workforce, and so on.

Thus, we can safely speak about the relevance of studying network forms of organization in business as one of the most important phenomena of the modern development of the global market. The importance of meeting the demand for new knowledge needed to explain the phenomena created by constantly changing political, demographic, economic and technological conditions leads to the active development of the corresponding field of research in the social sciences. An independent field of research is being formed, which is multidimensional and combines elements of different scientific disciplines. The term “network” is widely used in modern social sciences and attracts the attention of numerous researchers who try to explain the reasons for the intensive growth of network structures from different points of view. Interest in networks is shown in various fields of knowledge about society - in sociology and social psychology, in economics and management theory.

Unitary structure Uform Unitary structure Uform is a structure based on the direct or indirect subordination of all services and employees of the company to higher authorities through intermediate levels of management. As the company grows, the efficiency of Uform activities decreases due to the cost of maintaining excess personnel and overloading the exchange of information. Vertically integrated corporations are based on the merger of divisions according to the technological principle - the inclusion of a business group in the company ...

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Lecture No. 7. NEW FORMS OF BUSINESS ORGANIZATION

A traditional firm is an autonomous homogeneous economic organization linked to other economic agents by market (contractual) relations. A modern large corporation is a heterogeneous system: it unites in its composition several relatively separate, but connected by owner control and administrative functions of dependent business units - divisions.

Neoclassical theory [O. Williamson, A. Chandler, G. Mintzberg and others] distinguish three main forms of organization of economic activity: unitary ( U -form), holding ( H -form) and multi-divisional ( M -form).

Unitary structure(U-shape)

Unitary structure ( U -form) is a structure based on the direct or indirect (through intermediate levels of management) subordination of all services and employees of the company to higher authorities. A typical form of organizational hierarchy of a unitary structure ispyramid of authority(fig. 1). Such a structure does not exclude the presence of special functional management services (linear-functional or linear-staff forms of management), the possibility of using matrix schemes for organizing activities, introducing project or process management methods. But the defining features of this structure are:

• dominance of the strategic top (center) of management;
• delegation of some of the economic powers to line managers of a lower level while maintaining the cross-cutting nature of subordination;
• one-pointedness of responsibility (from bottom to top).

According to O. Williamson, the main disadvantages U-forms I appear:

• the impossibility of directly measuring the contribution of divisions to the total profit of the corporation;
• bargaining of heads of departments for common resources;
• striving of heads of divisions to maximize their share in the corporation in ny resources.

As the company grows, the effectiveness of activities within U - the form is reduced due to the cost of maintaining excess personnel and overloads in the exchange of information. The most natural reaction to this is the transition to divisional structures.

Divisional structures NS

The diversification of the activities of companies and the associated process of increasing the complexity of internal differentiation leads to a change in the principle of building the organizational hierarchy of the corporation - the rejection of the pyramid of powers in favor ofvassalage systems(fig. 2). The main difference between the vassalage system and the pyramid of powers inherent in the unitary structure is the absence of end-to-end subordination and a clear division of competences (the vassal of my vassal is not my vassal).

Divisionalization means that within a corporation there are semi-autonomous organizational units, the leaders of which are endowed with the right to make independent economic decisions. At the same time, the independence (autonomy) of organizational units of a divisional structure can be limited by production technology (single production of the main product), a critical function (centralized purchase of goods) or economies of scale (common warehouse, testing facility, etc.).

The main characteristics of the divisional form of doing business:

• economic autonomy of subdivisions,
• clear division of competences between the strategic peak and the management of divisions,
• regulation of interaction processes,
• mutual nature of responsibility.

The advantages of a divisional structure are:

• increased adaptability due to the transfer of authority to make economic decisions to a lower management level, which owns direct information about the market and resources of the division;
• the ability to measure the efficiency of economic activities of organizational units - divisions.

The disadvantages of the divisional structure include:

1. growth of management costs as a result of duplication of management functions;
2. the risk of violation of internal cooperation;
3. the risk of opportunistic behavior of divisional management.

Possible options for internal differentiation

Divisional structures may differ in the principles underlying their internal differentiation. Classical management distinguishes the following main types of corporate integration (differentiation): vertical, horizontal and conglomerate.

Vertically integrated corporations are based on the unification of divisions according to the technological principle - the inclusion in a company (business group) of divisions that are suppliers (consumers) of each other's products (works, services). For example, an automotive corporation includes, in addition to divisions R&D and final assembly, manufacturers of engines, seats and other "internal filling" of the car, as well as the leasing division. Or a construction corporation includes a development division, an architectural bureau, construction divisions, sales offices, etc.

Horizontally integrated corporations are corporations that unite divisions that manufacture and sell products in related markets. At the same time, the markets may differ in terms of geography or commodity. Examples of geographical divisions: divisions of automotive companies that carry out final assembly of cars in different countries; subdivisions of retail chains in different regions. Examples of product differentiation: division of aircraft manufacturing corporations into military and civilian echelons; separation of divisions within the food company that produce food for humans and animal feed.

It can be seen from the above examples that horizontal and vertical integration are not mutually exclusive, but can coexist at different levels. For example, an automobile corporation can be vertically integrated at the top level and horizontally (geographically) differentiated at the second.

Conglomerate integration presupposes the unification of divisions within a corporation that are not technologically or market-related. For example, a household chemicals company acquires a food company.

Number of divisionalization levels

Corporations differ in the number of divisional levels.

The two-tier structure of corporations was widespread in the 50-60s. Xx century. In the 70s, as the scale of corporate activities grew, it became necessary to increase the levels of management and change the principles of organizational differentiation. The commodity (territorial) division has moved to the lower level. Sectoral (sub-sectoral) differentiation began to prevail at the upper level. Operating companies became subdivisions of strategic business areas. There was a transition to a three-tier management structure

An example of a company with a three-tier management structure is “ General Electric ". At the end of the 50s of the last century, the company “ GE ”, Which has many different-profile divisions, has moved from a unitary structure to a divisional one. This transition allowed the company to double its sales in ten years. By the end of the 60s in " General Electric "There were 200 divisions. The management of the corporation has become much more complicated. Sales began to decline. In the early 70s, another reorganization was carried out. The company created 43 intermediate links - strategic economic centers (SCC), to which 200 profit centers were subordinated (Fig. 3). In 2011, 4 agricultural centers remained (Fig. 4).

Currently, there are corporations that have both two and three-tier management structures. Typically, the choice of structure is determined by several main reasons:

1) the scale of activity (the larger the number of markets in which the corporation operates, the more relevant is the decentralization of management);

2) the specificity of the markets in which the corporation operates (the more the markets and directions of competition differ, the more market competencies must be transferred to the second level of management);

3) historical reasons (the prevailing balance of interests);

4) fashion (the massive transition of large corporations to a three-tier structure creates a sense of its greater efficiency).

Leading link

Depending on who is the leading link, the following types of corporations can be distinguished.

In corporations production typecustomers of all works, including in the field R&D are companies (divisions) - manufacturers of final products. They study the market themselves (hire special companies), formulate requirements for the characteristics of new products (developers), hire trading companies (organize dealer networks) to expand their market presence, create and control after-sales service structures (option - use an outsourcing mechanism).

In project-type corporations the leading link is the new product development divisions. In this case, the processes of direct production are often outsourced. Such a system helps to save energy and money associated with the creation and maintenance of production, while retaining the key competence - the ability to create fundamentally new products. Currently, this is the leading path for the development of knowledge-intensive industries, starting from IT and ending with nano-technologies.

Apple has successfully moved iPhone production to Foxconn's Chinese factories, having gone through a full production cycle in the United States in advance.

At the same time, it should be noted that project-type corporations are characteristic of emerging and growing markets. Mature markets are dominated by market-type corporations, which include Boeing, and Bombardier.

In corporations of the market type the activity of all divisions (companies) is subordinated to the task of conquering and retaining the market. In this case, the central link is not the sales (contracting) centers themselves, if such exist, but the managing (parent) organizations independent of the operating companies.

Unification or diversity

The building of integrated structures can be based on two different principles: unification or diversity.

Unification presupposes a rigid alignment of the organizational structure based on the unification of single-profile divisions, reduction of duplicate functions, the introduction of unified technologies (business processes) and the dismissal of redundant personnel. Diversity is the preservation of competing divisions, primarily in the field R&D to enhance development opportunities.

The benefits of harmonization include cost savings, reduced internal conflicts and economies of scale. The disadvantages are narrowing of perspectives, loss of diversity and, as a consequence, possible lag behind competitors in new developments.

In knowledge-intensive industries, consciously maintaining diversity can help achieve meaningful competitive advantage by expanding the scope of search and stimulating competition. The disadvantages of this development ideology include increased costs and the risk of using unfair competition techniques.

Boeing "After joining" Macdonnell douglas »Began in 1997 to carry out large-scale restructuring, including measures to release personnel, eliminate duplicate technological functions and production T military capacities aimed at reducing costs. At first, this brought about $ 2 billion in savings per year, which was regarded as a success, but later it was realized that the "consolidation savings" did not bring expectations. and given results.

At the same time, a pronounced trend in the development of Soviet aviation but construction was to stimulate internal competition, including in b lusty design thought. Competition between design teams To tivami - was created artificially and was one of the most successful controls in Leninist decisions of people who carry out state management of aircraft construction.

It was expressed primarily in the competition of ideas. At the stage of development T ki projects to solve a specific problem was usually proposed to several design teams. The selection of the best solutions was carried out as right and lo, after testing prototypes. The number of people estimated and the resulting machines included not only officials, but also representatives of the military department (the main but kazchiki), and authoritative designers.

An example of stimulating internal competition can be cited with and tation in aircraft construction in 1938, when 24 KB worked on 60 experimental aircraft for various purposes. Encouraging competition allowed talented designers to O jealous of each other and sharing experience, generate new, often breakthrough solutions. True, it is necessary to note the fact that management ideas of “focus O turning resources "," specialization of work "and" unification of the park ", drive I in most cases, to the closure of promising design l lectures and / or termination of work on the prospect To tive projects.

Depending on the degree of influence of the headquarters on the activities of the divisions, various configurations of the divisional form can be distinguished: H, M and Z ... The criterion for differentiating these configurations is the degree of independence of divisions (the degree of influence of the headquarters on the activities of divisions).

H-form

H -form or H-configuration is a consolidation under common control of a portfolio of independent businesses, the allocation of divisions of the corporation according to market (commodity) characteristics with the provision of financial and economic independence to them. In the overwhelming majority of cases, it exists in the form of a group of companies united by the parent company's ownership of shares (stakes) in subsidiaries. This configuration is typical for most large Western corporations at the first level of divisionalization.

The principle underlying the formation of divisions is the division of businesses.

For Boeing, this is Boeing Commercial Airplanes (BCA) and Boeing Defense, Space and Security (BDS) ( rice . five).

For EADS - Airbus, Eurocopter, EADS Astrium and Cassidian (fig. 6).

The headquarters carries out only the functions of constitutional control:

• development of a general strategy for the development of the corporation;
• selection of the corporation's business portfolio;
• determination of the structure of ownership and the level of borrowing;
• determination of the rules for building the organizational structure of the corporation, including the boundaries of business units and the degree of their autonomy;
• establishment of general rules for the regulation of intracorporate interaction.

The model of economic relations between the headquarters and divisions is federalism, a way of organizing the internal corporate economy, in which divisions (business units) independently sell their products (works, services) to counterparties external to the corporation and have the right to dispose of the income received. Centralized financial management is reduced to the withdrawal of part of the income of business units and the use of these funds to solve the general problems of the corporation.

The emergence of holding structures (end XIX - early XX centuries) was due to the processes of concentration and centralization of production and capital, including the diversification and internationalization of business. Holdings were a means of controlling financial and industrial centers over the activities of their subsidiaries. In the 20s of the twentieth century, serious changes took place in the organizational system of corporations, and many holdings were transformed into multi-divisional structures - M-forms.

M-shape

M-form is a divisionally organized corporation with a large headquarters that has a significant impact on the activities of semi-autonomous divisions. It can exist both within a single legal entity (AK ALROSA) and as a group of companies.

The M-form involves the creation of semi-autonomous subdivisions (divisions), formed depending on the type of product, brand or geographic feature. The ancestors of the M-form are considered to be P.S. Dupont and A.P.Sloan, and by the pioneering firms Dupont and General Motors.

Rice. 5. Corporation Boeing, 2013 1

Rice. 6.EADC, 2013 ( Source: compiled from data URL: http: // www. airbus. com)

The main difference between the M and the H-form is the limitation of the economic independence of divisions, which manifests itself in the form of the establishment of a mandatory intra-corporate assignment and / or regulation of intra-corporate prices.

The limitation of autonomy can be caused by various reasons:

• significant internal cooperation (for vertically integrated structures);
• the presence of a common production (for corporations selling their own products in different geographic market segments);
• existence of critical functions (research and development department for corporations working in the field of high technologies; centralized procurement of goods for trading corporations);
• the use of economies of scale in the organization of auxiliary units;
• overbearing needs of leadership.

The principle underlying divisionalization is the distribution of competencies. As an example of a corporation, the organizational structure of which is based on the distribution of competencies, one can cite an investment and construction business group that unites a development company, an architectural bureau, construction companies, sales and operating companies, as well as a financial, legal and security firm (Fig. 7). ).

The M-form often does not grow out of the "decentralization" of a unitary company operating in several markets ( U -forms), but from the unification of a number of independent organizations operating in different markets with the transfer of part of their managerial powers to the central headquarters. This is how the most famous divisionalization took place – restructuring by A. Sloan of the company General motors in the 1920s. According to A. Chandler and A. Sloan himself, W. Durand assembled Ge n eral Motors as a holding company, but failed to consolidate it into a single organism. A. Sloan did it for him, creating an institution of central control, limiting the power of managers of organizational units and transferring control powers to headquarters.

In addition to the functions of constitutional control, the headquarters performs in the M-form part of the functions of business management:

• development of market strategies;
• determination of the composition of the assets used;
• loan portfolio management;
• implementation of investment programs.

Rice. 7.

Rice. eight

A typical model of economic relations is internal turnover, a way of organizing an intrafirm economy, in which divisions of a corporation enter into quasi-market relations with each other - they buy and sell products (works, services) to each other at special (internal, transfer) prices. The income received by the divisions is the source of financing for their economic activities.

Divisions can have statuses:

Profit centers (in the context of horizontal integration) - divisions that have the right to independently sell the products of the corporation in various territorial submarkets and dispose of the income received, subject to the fulfillment of intracorporate obligations;

Self-sufficiency centers (in the context of vertical integration) are divisions that supply their products at transfer prices to other divisions of the corporation and / or headquarters and have the right to dispose of the income received.

Z-shape

Z -the form assumes divisionalization while maintaining strict centralization of management and a significant limitation of the autonomy of divisions. The limitation is manifested in the form of setting planned targets and spending limits.

The following categories of companies are usually distinguished as independent divisions (legal entities):

operating rooms , including service companies, companies producing various types of products (works, services);

safe companies, on the balance sheet of which there is all more or less valuable property of the corporation, which is leased to other divisions;

depository (holding) companies accumulating blocks of shares (stakes) in companies that are part of the corporation;

managers companies limiting the competence of the executive bodies of other enterprises of the corporation;

intermediary, including trading companies that supply resources and sell products manufactured by operating companies;

financial , including leasing companies that redistribute funds within the corporation;

venture companies responsible for the development of new products;

transfer companiescarrying out various auxiliary functions, first of all, the function of optimizing the total tax burden.

Operating companies are de facto transformed in this case into production units that carry out production plans approved from above. They rent fixed assets and pay the safe companies for it; purchase raw materials and materials from intermediaries (option - receive raw materials under a tolling agreement); sell their products to intermediary organizations; in case of insufficient funds, they attract loans provided by financial structures included in the corporation, etc. (fig. 8)

A typical model of economic relations is budgeting. A method of organizing the internal corporate economy, in which the heads of departments have the right to make decisions on the directions of spending resources, including financial resources, within the budget approved from above (flexible budget). The degree of freedom of decision-making is limited by the established spending limits.

Adhocratic structure

The complication of business conditions, first of all, the shift of the center of gravity in the competitive struggle to the area of ​​new knowledge and new solutions gives rise not only to internal differentiation of corporations - the transition to divisional structures, but also a change in the perception of the company as an organization characterized by clear boundaries.

Complex innovations require the creation of organizations that are able to attract and integrate professionals from different professions on a temporary basis in temporarily functioning project teams. Using the term introduced by E. Toffler, we can say that such organizations are adhocratic (from Latin ad hoc - on occasion).

Adhocratic formdoing business is characterized by the blurring of the boundaries of both the company itself and its structural units.

The most obvious examples are: design organizations; filmmaking; consulting and engineering firms that hire specialists on a temporary basis.

The vagueness of the boundaries of the company is due to the fact that a significant part of the employees are involved under construction contracts for the implementation of a specific project. Most of the employed are portfolio specialists who do not associate themselves with one place of work.

The vagueness of the internal structure is determined by the temporary nature of the existence of organizational units created for the implementation of a specific project, the performance of a specific work. Most employees perform their duties as part of a temporary target team (creative team), which is disbanded after the task is completed (project implementation).

Adhocracy is characterized by:

• insignificant formalization of behavior;
• horizontal specialization based on appropriate training of staff;
• mutual agreement as the main coordination mechanism.

According to Mintzberg, of all forms of doing business, it is the adhocracy that demonstrates the least "respect" for the classical principles of management, and, above all, for one-man management. The system of regulations is of no particular importance. The adhocracy must attract and empower experts – people who have acquired knowledge and skills through special education and training.

An important feature of adhocracy is the interweaving of administrative and operational activities. In design activities, it is very difficult to separate planning and development from execution. Both require special skills that are accumulated from project to project.

The main advantages of an adhocratic structure are:

1. flexibility,
2. focus on new,
3. the ability to attract specialists in various fields of activity.

This determines the extremely high innovative potential of adhocratic structures.

The disadvantages of this structure include high production costs compared to organizations using classical structures and standardized technologies.

Another drawback noted by the researchers of these structures is associated with the specificity of the corporate culture of adhocratic organizations. The main leitmotif of their activities is the focus on solving new problems, while at the stage of market maturity, competition between manufacturers unfolds, first of all, in terms of such parameters as price, design and communications.

Modular structure

Another option for expanding the company's boundaries is modular form business organization. Just like adhocracy, the modular form uses resources external to the company to expand its capabilities and strengthen its position. However, in this case, relations are not established with individual specialists, but with formally independent firms. A stable group of companies is being formed, united by cooperative ties, the central link of which is the integrator company. This company transfers a significant part of the directions of work on a joint project to independent firms and coordinates their activities from its headquarters. The modular structure can be represented as a center surrounded by a network of companies linked by long-term contracts.

The parent organization (the company - the integrator) controls the processes that are difficult to reproduce for others and delegates a significant part of the activities to subcontractors. Partner organizations use their own ideas (intellectual property) and their own resources (property, specialists, equipment, communications, etc.).

Automotive companies Toyota and General Motors are considered pioneers in the field of modular business organization, which actively used cooperative ties to strengthen their market position. and tion and saving resources.

An example of this form of business organization is the group formed around the corporation “ Boeing ”. As suppliers and su b Boeing's contractors are represented by more than 3,500 firms located in 45 states and 70 countries.In the 787 project, the corporation “ Boeing " moved production of wings, major fuselage parts, stabilizers and landing gear systems outside the country, leaving only the final assembly point in Seattle. In earlier years, Boeing once a decade attracted huge investments for the creation of a new aircraft (design and construction of a plant with an almost full production cycle). The company has now shifted most of this burden onto the suppliers of parts and components.

Moreover, the corporation itself “ Boeing ”Is a three-tier divisional structure differentiated by commodity.

The modular form of doing business involves the use of outsourcing, but is not limited to it. In general, various functions can be outsourced, including accounting, legal services, security, cleaning, etc. All this does not mean that we are dealing with a modular structure, since both the customer company and the executing companies can be easily replaced by others.

The modular structure assumes that partner firms develop, produce and supply semi-finished products, components, finished units, etc. modules made specifically for a specific project. To do this, they must make significant investments in design, acquisition of specific assets, and debugging of technologies. As a result, we have the classic form of a hybrid agreement that combines market and hierarchical methods of coordinating activities - the alignment of interests on the basis of long-term cooperation agreements.

The main difference between the modular structure and the divisional one is the lack of ownership control of the integrator company over the partner companies, since the ties here are primarily of a cooperative nature, and the integrator's power is based not on participation in the partners' capital, but on the position in business - artificial monopsony.

The advantages of a modular structure include its flexibility, the ability to attract a large amount of resources and improve the quality of the final product by combining forces. For an integrator company, the modular structure can significantly save both financial and time resources.

The weaknesses of modular structures are the weakening of control over the processes occurring within the boundaries of subcontractors, and the risk of opportunistic behavior of partner firms.

Network structure

The network structures are similar to the modular nature of the links (long-term cooperation), but they are distinguished by the absence of a pronounced central link - the integrator company.

Network forms of doing business are groups of companies united by a common economic interest, but do not have a single center for managing joint activities. These are structures consisting of many interacting organizations, interconnected by the benefits of cooperation, long-term cooperative and informational ties. This form is characterized by the presence of many independent decision-making centers (in various areas of joint activity) and centers for coordination of interaction. This organizational hierarchy is calleddistributed coordination(fig. 9).

An example of a networked form of business organization is the initial merger of European aircraft manufacturing companies on the basis of voluntary integration - the emergence of a corporation Airbus.

Airbus education started in the mid 60s Xx century. Relatively small European aircraft manufacturers could no longer compete with American giants: Boeing, MacDonnell Douglas and others. In 1965, at the Paris Air Show, representatives of a number of European companies discussed the need for joint development of a new aircraft. For real and The HBN 100 group (Hawker Siddeley / Breguet / Nord) was created in the course of the project. By 1966, this group was joined by Sud Aviation, then Aérospatiale, Arbeitsgemeinschaft Airbus, later Deutsche Airbus.

December 18, 1970 Airbus Industrie was formally established as Ec o nomic Interest Group or GIE (according to Russian legislation - an agreement on the joint T activity). Aérospatiale and Deutsche Airbus each received 36.5% of the shares in the work, Hawker Siddeley - 20% and Fokker -VFW - 7%. Later the Spanish CASA and British Aerospace joined the group. In the mid-1980s, it became clear that Airbus was no longer n new education and it is advisable to change its organizational and legal form. However, this change was delayed in time. Only in 2000, Airbus Industrie GIE was transformed into Airbus Société par actions simplifiée (Airbus SAS) - a joint stock company. 35 years of constant acc. but This allowed to work out unique technologies of interaction between business partners. Currently Airbus is part of the divisional structure EADC (European Aeronautic Defense and Space Company) (Fig. 6).

The main reasons for the emergence of network structures include:

• technological factors:
• comparative advantage in dealing with the outside world through pooling resources and / or strengthening market power;
• relations of solidarity, trust and mutual proceeds as the basis for reducing transaction costs;
• protection from the uncertainty of the institutional environment by “replacing” legislative acts with internal norms.

Currently, the following forms of existence of network structures can be distinguished:

1. Companies united by an agreement on joint activities (simple partnership)

Under a simple partnership agreement, two or more persons (partners) undertake to combine their contributions and act jointly without forming a legal entity to make a profit or achieve another goal that does not contradict the law (Article 1041 of the Civil Code).

2. Firms associated with a commercial concession (franchise) relationship

Under a commercial concession agreement, one party (rightholder) undertakes to provide the other party (user), for a fee, for a period or without specifying a period, the right to use in the user's business activities a complex of exclusive rights belonging to the rightholder, including the right to a trademark (Article 1027 of the Civil Code)

3. Strategic alliances (voluntary centralization of certain powers in order to strengthen the market position)

Airlines offering "long routes". Alliances of stores and service organizations offering general cumulative discounts.

4. Industrial clusters

Industrial districts in Northern Italy: fashion clothes, footwear and accessories. A cluster of firms engaged in the production of surgical instruments in Pakistan.

5. National enclaves of doing business

Azerbaijani or Vietnamese diasporas in Russian markets.

The disadvantages of a networked form of doing business include difficulties in agreeing on a general development strategy and the risk of opportunistic behavior of partners, which may manifest itself in leaving the alliance (cluster).

Summary

The forms of doing business we have listed are not mutually exclusive.

In a divisional structure, some divisions may be unitary organizations and some may be adhocratic.

A corporation can be built as a divisional structure, and its headquarters can simultaneously act as an integrator company for a modular structure (a company Boeing).

The network structure may include large divisionally organized corporations (strategic alliances).

QUESTIONS

1. Unitary structure and its main characteristics
   1. What criteria can be used to classify divisional structures
   2. H -form: bases of occurrence, advantages and disadvantages
   3. M-form as an alternative to H-form
   4. Adhocratic structure and its features
   5. Modular structure as a special form of cooperation
   6. Network structures and their features

Abstract topics

1. Influence of the stage of development of the industry on the organizational structure of corporations
2. Ownership Control and Hybrid Deal Forms as Alternative Methods of Integration
3. Forms of business integration in the Russian economy

The main advantage of the network structure is its global competitiveness. Researchers of the new type of structure talk about the significant advantages of such companies. Let's list the positive aspects of network structures:

Adaptability of companies to changing conditions, quick response to changes in market conditions;

Concentration of the company's activities on priority areas of specialization, unique processes;

Significant cost reductions, their rational structure and increased income;

Low level of employment, elimination of duplication of the use of skilled labor;

Attracting the best partners to joint activities within the network, excluding the use of second-rate performers.

The network global company allows you to use the huge resource potential and achieve the highest quality of goods and reasonable prices, to offer goods all over the world. A wide choice of workforce and the benefits of increased flexibility of the company predetermine the possibility of obtaining only the services that are currently needed and entering into contracts with new suppliers. The network organization develops the maximum speed of adaptation to new products and market opportunities. The variety of work assignments performed by permanent employees of the company is increasing, and, consequently, their job satisfaction is increasing.

In network organizations, the need for management personnel is reduced, there is no need for support personnel and administration. The network structure is flat, horizontal, usually consisting of 2-3 hierarchical levels, in contrast to traditional multi-level bureaucratic structures.

Competence is connected with the fact that the best partners - performers are involved in solving certain problems. The elite principle of the formation of competencies inherent in a network organization excludes the use of second-rate performers. Networks are the ideal school for improving the competence of members of an organization.

The efficiency of network organizations is guaranteed by a low level of employment and a rational structure of costs. Networks eliminate duplication of competent workforce and capacities in different areas. Thus, it is possible to avoid high total costs for the production of final products or for intra-organizational exchange of services. A prerequisite for a network configuration without the use of surplus labor is, in particular, deep segmentation of all members of the network organization. The network as a whole, however, has a reserve potential, primarily due to the creation of new configurations or the involvement of additional partners.

In addition, the networks have a favorable cost structure. Analysis of the "life cycle" of costs shows that it is quite easy to minimize the costs of preparatory and final work. The use of information technology has a positive effect on the relationship between production costs and “non-production” transaction costs. Cost minimization is also related to the fact that the network structures are not burdened with the overhead costs of maintaining political organizational units (supervisory board, environmental commissioners, conciliation groups, etc.). Unlike conventional businesses, they are primarily goal-oriented and, to a much lesser extent, problem-solving.

What are the disadvantages of networking? The main ones, in the opinion of the already cited authors, are as follows:

In the formation of network models, preference is given to specialization, concentration on key competencies, while current trends in the development of companies, on the contrary, speak of the need to focus on a multidimensional qualification of a general profile. In our opinion, this drawback (specialization of segments) just increases the efficiency of the network, and multifaceted qualifications, obviously, characterize the preparedness of performers in the segments;

There is a danger of overcomplication arising, in particular, from the heterogeneity of the participants in the company, the uncertainty about membership in it, the openness of the networks, the dynamics of self-organization, and the uncertainty in planning for the members of the network. It seems that this drawback can be overcome by effective management of the core company in the network, designed to regulate the organizational, economic and legal aspects of the activities of all network participants;

With network structures, there is an overdependence on staffing. Risks associated with staff turnover are increasing. There is practically no material and social support for network participants due to the rejection of classic long-term contractual forms and ordinary labor relations. This disadvantage can probably be combated through effective motivation and a strong positive network culture;

Departure from tried and tested principles is especially reflected in entrepreneurship. The principles of the network impede the development of entrepreneurship, because predetermine the "deficit" of autarchy and motivation of entrepreneurs entering the network.

The deficit of autarky is associated with an increase in the dependence of network segments: specialization and limited employment sharply reduce the independence of network members. In addition, resource dependence increases in cases where the grid company, along with its own facilities and personnel, uses the necessary buildings, structures, transport and personnel of other companies on contractual terms.

Lack of motivation in network companies is noted by many researchers. Indeed, the "spread" of performers in the network can lead to low loyalty of employees, to the lack of the possibility of direct control over their activities.

To compensate for the abolished traditional principles of management, new specific principles are emerging. The main ones are: network culture, the principle of reciprocity and trust.

Building a corporate culture is a long and costly endeavor. Network companies, which can and are created as temporary organizational forms, do not have time to develop their own culture. Therefore, there can be “import” of culture through the global links of a single economic space, global normative communities such as ISO, “Internet”.

The typical risks of overdependence on the center in networks can be counteracted by interconnections, symmetrical influences, and mutual convergence of network segments. By reciprocity, the author understands a proven and reliable way of cooperation, which serves as a tool to achieve a balance between incentives and contributions of partners in the framework of bilateral cooperation ties. The complexity of the implementation of this principle is associated with the abundance of connections in the network, the openness of networks and the lack of clarity of membership (someone else is in the network, and someone has already left the network).

The virtual management of the network and the operation of the network company needs a climate of trust. What is trust based on? Obviously, on the traditional systems and institutions for the preservation of trade secrets of the network and on the corporate culture.

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Dieter Ernst, in his study "Interfirm networks and market structure: driving forces, barriers and examples of control", identifies five different types of networks in the formation of which is most active in the global economy:

Supplier networks - includes subcontracting, initial equipment manufacturing and initial design agreements between the central company and suppliers of intermediate production investments;

Manufacturer networks - allow competing manufacturers to combine their production, financial, human resources to expand product portfolios and geographic coverage;

Consumer networks - manufacturers' forward connections with distributors, resellers and end users of the product;

Coalition by standards - consists in involving as many companies as possible in a single framework of the coalition initiator's standard (standard for its own products or interface);

Technological cooperation networks - based on the acquisition of product design or technology, joint production and scientific development are encouraged. Biggart,

The system should not pose the question of how to "fit" into the new economic conditions, but how to change its organizational structure so that it strengthens its ability to respond to future changes in the external environment.

Networks influence the structure of a business. The composition of economic agents participating in network interactions explains and adds up the structure of production and, in particular, the ratio between the number of small, medium and large enterprises.

While networks are based primarily on family ties, the economy has a large number of small businesses (family businesses). With the involvement (inclusion) in the network of power structures in the economy, the role of large companies, one way or another dependent on the government, increases. Open networks are based on voluntary associations and are a prerequisite for the development of corporate business. The considered problems and properties of networks, as well as the reasons for their occurrence, are the same both for the East Asian business networks that arose after World War II, and for the networks of East European countries during the transformation period of the 90s. Of the twentieth century and for networks of a new information age.

The main property of networks is the presence of a large resource of internal restructuring (product, process and organization innovation) for a quick response to changes in the external environment, and the reason for their organization is a response to accelerating changes in the external environment. This feature of networks is key in the modern economy. It is the development of the ability to change its organizational structure for an accelerated reaction to future changes in the external environment that should be the basis for the development strategies of modern entrepreneurial structures.

Introduction

Quite recently, kilometer-long queues have disappeared in our country - an indispensable condition for acquiring anything. Shoppers stopped chasing groceries to feed themselves. It became lazier and calmer. New technologies are being introduced into trade, and in terms of this implementation, Russia is catching up with Europe and America. The customers of the new millennium are very creative. Not only do they not want to stand in line for groceries - they do not want to go shopping at all. It is much more convenient to sit at home and wait for the seller to bring everything he needs. And that's okay. Because today such needs are satisfied.

Today you can sit in an armchair and leaf through the catalog, and then order the delivery of the product you like by phone. You can go to the Internet: this is where you can find absolutely everything! The last decade has made the economy global. New computer and telecommunication technologies have greatly influenced production and marketing methods. The network is a natural result of the scientific and technological revolution, the highest stage of entrepreneurial activity. Any businessman in the world with access to the Internet has the opportunity to present his products to the whole world 24 hours a day. In economics, it is believed that demand creates supply. A somewhat different pattern is observed: such refined needs of people would never arise if it were not for scientific and technological progress (STP). With the advent of new technologies, people's needs are strongly influenced by the information that the manufacturer spreads about himself or from which the buyer knows how he can actually get the product (service) of his choice. A person absorbs a lot of various information, and only then he thinks: why not buy? Thus, the STP was invented by people, but now he himself controls people to a greater extent than people - them.

Any society is a consumer cooperation, that is, an association of consumers for joint production and sale and purchase of certain goods and services. The totality and variety of social and consumer technologies and methods determines the level of development of any society, as well as the level and lifestyle of huge groups of people united in it by historically established forms of joint life and activities. Thus, it becomes quite natural that progress has come to trade. Advanced technologies in trade are technologies that allow the consumer not to worry about tomorrow.

Today, traders are concerned about finding new ways to attract spoiled customers. Previously, it was enough to offer them a special assortment of goods, convenience of store location, service better than that of a competitor. Now this is clearly not enough: practically the same thing is sold everywhere, because manufacturers strive for maximum sales volumes and throw their products into all possible retail outlets at approximately the same prices. The differences are smoothed out by the appearance of technical wonders. Since stores are inconvenient for the customers of the new millennium, new “distribution channels” had to be invented. In marketing, distribution channels refer to a chain of interdependent organizations that make a product or service available for use by consumers. Everyone is likely to encounter them: TV shops, catalogs, online auctions, telephone sales, home delivery services ... The fewer body movements a consumer makes, the more progressive the channel is. Marketing specialists have calculated that half of all existing goods will be sold in this way (that is, outside of stores) in the first half of the 21st century. Already in 2001, 12% of goods and services were received by consumers outside the walls of retail trade enterprises.

Another method of product distribution quickly gained popularity among consumers around the world - network marketing (CM), or MLM (Multi-level Marketing). And although our life has long been simplified, thus, not everyone wants to notice it. Unfortunately, people who resist the new with all their might and cling to the old were always, everywhere and in everything. Including in business. “Pointless, frivolous, reckless, ineffective ...” are familiar epithets that these defenders of the foundations of the economy award SM - one of the most dynamically developing areas of modern business. With rejection of the network, or rather, with a lack of understanding of the fundamental laws of micro- and macroeconomics, one way or another, every networker faces. Perhaps it will seem incredible to someone, but a negative attitude towards the network business is characteristic not only of housewives (and these are millions and millions of potential consumers of MLM products, by the way, accounting for at least 70% of the Russian population), but also of representatives the so-called academic and business environment. This is the relevance of the chosen topic of the thesis.

Usually, at the very beginning of a distributor's work, he receives his earnings from retail and / or from a wholesale discount. As his business grows in line with the marketing plan, royalties (commissions that are now paid to a distributor from turnover at lower levels) also begin to play a prominent role in total income. Although commissions are initially much lower (as a percentage) than retail and wholesale discount profits, as a large business volume is reached, the total royalty starts to add up to significant cash. Thus, while at first glance, in terms of percentage, commissions seem to be the most unattractive part of the business, it is potentially the most significant part of it. This method is still used by many companies.

What is the reason for the large blindness that unexpectedly struck our fellow citizens, more precisely, why is it so important to understand the hidden essence of the unique phenomenon called "SM"? First, the rejection of “simple” methods and technologies is explained by the fact that people prefer complex solutions to simple ones, and not only in business. This is an axiom. In order to convince them of the opposite or to teach them to use the fruits of scientific and technological progress in everyday life, others will take decades, or even centuries! Secondly, it is important to study everything in order not to fall into the clutches of scammers and always be able to distinguish between legal and illegal business.

Thus, the purpose of the work is to conduct research work in the field of network business.

The objectives of the thesis:

1) outline the essence of network marketing;

2) determine the difference between network business and financial pyramids;

3) Conduct an analysis of multilevel marketing using the example of Oriflame LLC.

The object of the thesis is Oriflame LLC, a brand of natural Swedish cosmetics. The subject is the form of business organization of the studied enterprise.

1. Network business as a form of entrepreneurial activity

1.1 The emergence, features and significance of network marketing

Network marketing is a system for promoting products from manufacturer to consumer, bypassing intermediaries. Karl Rehnborg is considered to be the inventor of the network business. Chemist by major. In 1920, while in an integrated camp with food problems, he invented nutritional supplements. Twenty years later, he created NutriliteProducts Inc., which consisted of a lawyer, an accountant and himself - and no staff! Instead of salespeople, he hired an army of independent distributors.

The main advantage was that Rehnborg did not have to pay civilian distributors until they made their first sales. Renborg, guided by the well-known statement of John Paul Gety: "I prefer to use in my work one percent of the efforts of each of my hundred people than 100% of my own ..." - quickly became rich, giving his distributors a chance to get rich. Thus, "NutriliteProductsInc." was the first direct selling company from the network marketing group of companies.

The essence of the network marketing system is different from traditional approaches to business. It is also called MLM, that is, Multi-level Marketing. The expression Multi-level ("multistage") means a system of rewarding people who deliver goods to the consumer.

There are two main ways to sell products:

1) Retail trade - the goods go from the manufacturer to the wholesale trade, where numerous intermediaries are possible, then to the retail trade - these are department stores, grocery stores, pharmacies, and so on.

2) Direct sales - the sale of goods to the end consumer at his home or at his place of work.

They also distinguish:

3) Mail order, online shopping, TV shopping.

4) Hidden pyramid schemes - they are often confused with MLM, but pyramid deals are illegal. More on this later.

There are several features in MLM:

1) In MLM, a distributor is due to his personal interest, but he is never left alone, he is helped.

2) A distributor buys goods at a wholesale price from a company that he has deliberately chosen and represents. Consequently, he himself can use the purchased goods.

3) By buying a product at a wholesale price and selling it at a retail price, the distributor makes a profit.

4) Some network marketing companies have several programs that necessarily require reaching a certain retail quota in order to receive a big discount. A quota is a share, a part, a norm of something that is allowed. That is, in some companies, the distributor is obliged to redeem a certain amount of goods in order to make the next wholesale purchase cheaper.

5) An important goal of a distributor is to sell as a result of product promotion on the market.

6) The product must move in MLM. Otherwise, the system is illegal, since its function is not fulfilled. It turns into a financial pyramid.

7) Real material success will bring only the organization of the business - the construction of a trade and consumer network.

8) The distributor must sponsor, that is, teach the MLM system, creating a stable circle of consumers, sellers and networkers.