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The mechanism of building competitiveness through strategic partnering

Adamik A.

Management

2016

Vol. 20, no. 1

292--309

The paper assumes that strategic partnering, as one of the more mature forms of inter-organisational cooperation, is also an effective method of support for strategic activities of enterprises. In the light of the above, the use of strategic partnering in processes aimed at enhancing their competitiveness was proposed. The aim of the analyses is to identify and systematic the key actions in the mechanism of building competitiveness through strategic partnering of enterprises. For its implementation, a review of literature in the field of theory of organisation, theory of cooperation and partnering as well as theory of competitiveness was carried out. Empirical research to verify the initial theoretical assumptions was also conducted. Quantitative research (surveys) and qualitative research (extended case studies) was carried out. The study was based on the research procedure modelled on forecasting methods of searching for solutions to organisational problems, i.e. on creative (lateral) thinking. As a result, the algorithm of building competitiveness through mature strategic partnering was formulated and recommendations were made as to the possibility of its practical use.

W opracowaniu przyjęto, że partnerstwo strategiczne, będąc jedną z bardziej dojrzałych form współpracy międzyorganizacyjnej, jest też skuteczną metodą wsparcia działań strategicznych przedsiębiorstw. Zaproponowano w związku z powyższym wykorzystanie go do procesów podnoszenia ich konkurencyjności. Jako cel analiz postawiono zidentyfikowanie i usystematyzowanie kluczowych działań mechanizmu kształtowania konkurencyjności poprzez partnerstwo strategiczne przedsiębiorstw. Dla jego realizacji przeprowadzono przegląd literatury z zakresu teorii organizacji, teorii współpracy, teorii partnerstwa oraz teorii konkurencyjności. Zrealizowano także badania empiryczne mające na celu zweryfikowanie wstępnych założeń teoretycznych. Przeprowadzono zarówno badania ilościowe (ankietowe), jak i jakościowe (rozszerzone studia przypadków). Badania osadzono na procedurze badawczej wzorowanej na prognostycznej metodyce poszukiwania rozwiązań problemu organizatorskiego, a więc myśleniu twórczym (lateralnym). W ich wyniku sformułowano algorytm budowy konkurencyjności poprzez dojrzałe partnerstwo strategiczne oraz rekomendacje co do możliwości jego praktycznego wykorzystania.

Partnerstwo strategiczne a konkurencyjność przedsiębiorstw. Perspektywa MSP

Adamik A.

Zeszyty Naukowe. Rozprawy Naukowe / Politechnika Łódzka

2015

Z. 484

1--423

The thesis statement enclosed in this dissertation was following: the strategic partnering should be accepted as a determinant dynamically shaped competitiveness of modern enterprises. The author has taken an attempt of defining and structuring construct strategic partnership by proposing an algorithm testing its maturity and role in shaping the competitiveness of the organization. Testing solutions and tools was being realized on a group of micro, small and medium sized enterprises (SME). Recognizing its size, the diversity of needs and possibilities belonging to these types of businesses the analysis were performed not only for SMEs in general, but for each of these groups separately. The research problem was enclosed in the form of two research questions. The objectives of the paper covered the following areas: scientific, methodological and utilitarian. Five detailed hypotheses were proposed to clarify the main hypothesis. Ten research tasks were accepted to revise them. The tasks were realized by studying domestic and foreign literature, as well as qualitative (extended case studies) and quantitative (surveys) empirical studies conducted in SMEs. Some studies carried out in a dynamic manner, in the longitudinal research form. The work is a theoretical – empirical monograph and consists of five chapters, the introduction, the summary and the attachments. The theoretical study allowed the identification of circumstances and indications, as well as the identification of activities, processes and base areas for the dynamic development of enterprises competitiveness, including SMEs. They also gave the basis for identifying characteristics and key areas of decision-making related to the processes of mature strategic partnering building. On this basis a theoretical “model shaping competitiveness through maturity of strategic partnering of enterprises” and the accompanying tools for its operationalizing were created. The model was verified by empirical studies. It was used as a tool to identify and assess the maturity of the strategic partnering of surveyed SMEs. The model was modified to suit the abilities and needs of SMEs, it was based on the collected data of the preliminary version. The result was an aspirational model and algorithm of operationalizing activities. They were the basis of the characterization, mapping and evaluation maturity of strategic partnering, which was practiced by the surveyed SMEs (descriptive approach).The author also proposed the general conclusions, suggestions for further research and work. The recommendations for the use of emergent approaches were to increase SMEs competitiveness through their strategic partnering maturity. The model also helped with the purpose study of the selected companies. The final output such as: the profiles of the maturity their partnering, the lists of comparison their track action on strategic partnering, the general development path and the changes in the competitive potential for the tested micro, small and medium-sized companies was gained. The analysis allowed to conduct the positive verification both detailed hypothesis and the main one. In conclusion, the author expressed the hope that the dissertation would lead to a better understanding of contemporary shaped enterprises competitiveness and improve the knowledge about the strategic partnering. Besides, the proposed tools facilitated the monitoring, the evaluation and the improvement of processes taking place in the organizations.