Rigid form of cooperation between industrial enterprises in the natural resources sector: Institutional trap or survival strategy
Environmental changes caused by digitalization and an increase in technological innovations have led to the formation of business models based on soft forms of cooperation. Nevertheless, when it comes to industrial enterprises engaged in the natural resources sector, avoiding rigid forms of coopera...
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| Formato: | article |
| Lenguaje: | RU |
| Publicado: |
Ural State University of Economics
2021
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| Materias: | |
| Acceso en línea: | https://doaj.org/article/757bbc317e5042a0be3c0dd9e625fd42 |
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| Sumario: | Environmental changes caused by digitalization and an increase in technological innovations have led to the formation of business models based on soft forms of cooperation. Nevertheless, when it comes to industrial enterprises engaged in
the natural resources sector, avoiding rigid forms of cooperation, primarily holding structures, seems unreasonable. The present
study is a scientific review focused on specifying the theoretical and object-oriented basis for the formation of rigid forms of
collaboration. Neoclassical economics, new institutional economics and strategic management theory constitute the methodological basis of the research. To justify the choice of the forms of cooperation by industrial enterprises operating in the natural
resources sector, the author uses the theory of industrial organization, as well as property rights theory and contract theory. In
the paper, general scientific methods are applied, such as content analysis, systematization and object-oriented approach. We
find that the adherence to the rigid cooperation strategy is due to the special features of industrial enterprises in the natural
resources sector, such as a tendency towards structural monopoly, a high threshold of minimum efficient scale, considerable
manufacturing cycle time, production cyclicality, interspecific investment, etc. The results indicate that rigid forms of cooperation are evolving from vertically integrated companies to conglomerates with a network-based institutionalized nature of the
participants’ interaction. |
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