Strategic Process of Finnish Construction Companies Building. Networks in Russia
This article is devoted to the study of the strategic process and its impact on the implementation of the strategy. The article presents the data obtained in the course of strategic process diagnosis as an example on the "PROMIS" company. The study used classical instruments of strategic management (PEST and SWOT - analysis, Porter's 5 Forces Model 7S) in accordance with the stages of the strategic process model Villena (Wheelen) and Hunger (Hunger).
This study examines the influence of intra-industry and extra-industry networks on firm performance by using data on 1264 UK venture-capital-backed start-up companies. The venture’s network was operationalized by connecting together the various portfolio compa- nies sharing the same investor. Regression results show that the venture’s network has a strong impact on firm’s success. Yet, whereas extra-industry ties are directly and positively linked to the likelihood of the venture to reach a successful exit, intra-industry ties exert a negative impact on companies’ performances. However, interaction effects show that once a firm establishes a sufficient number of extra-industry ties, it is able to profit from the net- work in its industry of operation. Overall, these findings show that an optimal balance of ties is achieved through a diverse set of connections incorporating both intra-industry and extra-industry ties.
The paper presents research question and some results devoted to analyses of companies’ strategic processes in international business networks.
Globalization and growing competition force companies to look for new markets for their business. International operations give companies an opportunity to use their resources more efficiently and simultaneously the internationalization processes increase a firm‘s risks and strategic problems. The choice of an international strategy defines a company‘s priorities on partnership development, which are necessary for a quicker understanding of new markets‘ features, and also for decreasing strategic and commercial business risks. The strategic process is influenced by a number of factors, such as institutional and sociopolitical, and also business-sector specifics and national culture. Strategy development and implementation together with stable network relations define company‘s success in a new market. The paper presents the main results of an empirical research, devoted to analyses of international companies‘strategies and factors, affecting strategic choice and implementation process in the Russian market.