20.500.12556/DKUM-76721 Dejavniki uspeha mednarodnih strateških zavezništev Success factors of international strategic alliances Raziskava magistrskega dela se nanaša na celostno obravnavo dejavnikov uspeha v mednarodnih strateških zavezništvih. Globalno gledano strateška zavezništva vse intenzivneje pridobivajo na pomenu in postajajo preferenčna izbira podjetij ter tako izpodrivajo njihove nakupe oziroma prevzeme. Podjetja širom sveta vse hitreje ugotavljajo prednosti, ki jih prinašajo razne oblike zavezništev in partnerstev, ter spoznavajo princip sodelovanja za tekmovanje. S preučenimi dejavniki uspeha smo postavili konceptualni okvir za podjetja, ki se bodo v prihodnosti podajala na medsebojno pot sodelovanja in povezovanja oziroma partnerstva. Za namene lažjega odločanja glede izbire potencialnih partnerjev smo opredelili dejavnike in vrednote, ki jih naj partner pooseblja. Ugotovili smo tudi, da moramo posebno pozornost namenjati medsebojni komplementarnosti, saj je najmanj mogoče, da zavezništvo uspe takrat, ko partnerja doprineseta konkurenčne proizvode istim distribucijskim kanalom. Spoznali smo, da je pri izbiranju partnerjev pomembno, da je vsak partner močan v funkcijah, ki jih doprinese zavezništvu. Predstavili smo spirale in pasti strateških zavezništev, kot tudi modele, matrike in ogrodja za njihovo celovito analizo. Izpostavljamo nujnost vrednotenja potencialnih partnerjev, s čimer eliminiramo morebitno prisotnost pristranskih dejavnikov, hkrati pa pridobimo vpogled v poslovno, strateško in operativno dimenzijo podjetja. Po opravljeni izdatni analizi dejavnikov uspeha mednarodnih strateških zavezništev smo spoznali, da lahko dejavnike uspeha kategorično umeščamo med komercialne, tehnološke, strateške, kulturološke in operacijske. Znotraj teh dimenzij smo preučili 52 splošnih dejavnikov uspeha, za katere upamo trditi, da pokrivajo veliko večino vseh možnih tovrstnih dejavnikov v podjetjih. Dognali smo, da uspešnost zavezništva tvori njihova kombinacija in ne posamezni primeri izpolnjevanja kriterijev uspešnostnih dejavnikov. Obravnavali smo praktične primera s področja mednarodnih strateških zavezništev, kjer smo spoznanja kombinirali z že prej pridobljenim teoretičnim znanjem. Tako smo preučili strateška zavezništva med Walmart in JD.com, Danone in Wahaha, Daimler-Benz in Chrysler, Renault in Nissan, PROD in NEGO ter tri ključna zavezništva v letalski industriji: Star Alliance, SkyTeam in Oneworld. Dokazali smo, da teoretična izhodišča in spoznanja ter dejavniki uspeha veljajo tudi v praktičnih premerih, kjer jih je sicer težje med seboj razločiti, saj se intenzivno prepletajo. Ključne razloge za propad strateških zavezništev opažamo v pomanjkanju komunikacije in zaupanja, nesorazmerni delitvi dela in premoženja, zanemarjanju vzajemnih odnosov in samovoljnem delovanju ter neupoštevanju kulturoloških razlik. This master thesis refers to the complete treatment of success factors in international strategic alliances. Globally, strategic alliances are gaining in importance and becoming the preferred choice of companies, superseding acquisitions and takeovers. Companies around the world are increasingly realizing the benefits of various forms of alliances and partnerships and learning about the principle of cooperation for more effective competition. With this study of success factors, we set a conceptual framework for companies that will in the future embark on a mutual path of cooperation and integration or partnership. In order to facilitate the decision-making of potential partners, we have identified the factors and values that the partner should embody, we have also found out, that we need to pay close attention to mutual complementarity, as the alliance is least likely to succeed, when partners bring competing products to the same distribution channels. We learned that it is most important, when choosing partners, that each partner is strong in the functions it contributes to the alliance, we presented the spirals and pitfalls of strategic alliances, as well as models, matrices and frameworks for their comprehensive analysis. We emphasize the necessity of evaluating potential partners, thus eliminating the possible presence of biased factors, and at the same time gaining insight into the business, strategic and operational dimension of the company. After a comprehensive analysis of the success factors of international strategic alliances, we realized that success factors can be categorically placed among commercial, technological, strategic, cultural and operational. Within these dimensions, we examined 52 general success factors that we dare say cover the vast majority of all possible such factors in companies. We found that the success of the alliance is formed by their combination and not by individual cases of meeting the criteria of success factors. We discussed practical examples from the field of international strategic alliances, where we combined the findings with previously acquired theoretical knowledge. Therefore, we examined strategic alliances between Walmart and JD.com, Danone and Wahaha, Daimler-Benz and Chrysler, Renault and Nissan, PROD and NEGO, and three key alliances in the aviation industry: Star Alliance, SkyTeam, and Oneworld. We have proved that theoretical starting points and findings and success factors hold true even in practical terms, where they are otherwise more difficult to distinguish from each other, as they are intensively intertwined. Furthermore we see the key reasons for the collapse of strategic alliances in the lack of communication and trust, the disproportionate division of labor and property, the neglect of mutual relations and acting on one's own, as well as the disregard for cultural differences. Mednarodna strateška zavezništva strateška zavezništva dejavniki uspeha partnerstva zavezništva kulturološke razlike sodelovanje mednarodna ekonomija globalizacija deglobalizacija. International strategic alliances strategic alliances success factors partnerships alliances cultural differences cooperation international economy globalization deglobalization true true false [R. Bizjak] Slovenski jezik Angleški jezik Magistrsko delo/naloga 2020-06-25 09:11:51 2020-11-06 11:37:16 2022-08-09 13:53:35 2020-11-19 03:17:41 2020 0 Maribor 0 0000-00-00 NiDoloceno NiDoloceno NiDoloceno 0000-00-00 0000-00-00 0000-00-00 339.9 36047363 URN:SI:UM:DK:3HK8KB54 MAG_Bizjak_Rene_2020.pdf MAG_Bizjak_Rene_2020.pdf 1 B4F588A0C7D50DA644DF6CF42368F58E 973b2860d7a8589f55456aa4f15abbb2d9c21abf871b822cc2ebeaa2c5017be4 5f5bba17-7c11-11eb-bb7a-00155d0001ca 20.500.12556/dkum/b13caf2b-e1bd-4323-be5e-c604fc6fe65d https://dk.um.si/Dokument.php?lang=slv&id=143196 Ekonomsko-poslovna fakulteta 0 0 0