emjumeЭкономика и управлениеEconomics and Management1998-16273033-7984СПбУТУиЭ10.35854/1998-1627-2020-9-1026-1042emjume-986Research ArticleНАУЧНЫЕ ИССЛЕДОВАНИЯ МОЛОДЫХ УЧЕНЫХSCIENTIFIC RESEARCH OF YOUNG SCIENTISTSРазвитие стратегического предпринимательства в компаниях малого и среднего бизнеса в сфере туризма: роль сотрудничества с конкурентами (“coopetition”)Development of Strategic Entrepreneurship in Small and Medium-Sized Tourism Enterprises: The Role of CoopetitionХасан АгаМуханадHasan AghaM.

Хасан Ага Муханад - аспирант Школы экономики и менеджмента

690922, г. Владивосток, о-в Русский, кампус ДВФУ, корпус G

Muhanad Hasan Agha - Postgraduate Student of the School of Economics and Management

Building G, FEFU Campus, Russian Island, Vladivostok, 690922

agha.muhanad@gmail.comДальневосточный федеральный университетРоссияFar Eastern Federal UniversityRussian Federation20202511202026910261042Copyright © Хасан Ага М., 20202020Хасан Ага М.Hasan Agha M.This work is licensed under a Creative Commons Attribution 4.0 License.https://emjume.elpub.ru/jour/article/view/986Цель

Цель. Оценка возможности сотрудничества с конкурентами (“coopetition”) в качестве дополнительной стратегии к созданию интегрированной модели управления стратегическим предпринимательством в сфере туризма.

Задачи

Задачи. Определить концепцию стратегического предпринимательства; выявить и проанализировать концепцию сотрудничества с конкурентами (“coopetition”); сформулировать понятие стратегического предпринимательства в сфере туризма; представить результаты качественного исследования об определении наиболее важных форм сотрудничества туристских компаний.

Методология

Методология. Статья является концептуальной и в значительной степени опирается на изученную литературу, рассмотренные теоретические причины, вследствие которых необходимо применять стратегическое предпринимательство и сотрудничество с конкурентами (“coopetition”) в туристских компаниях, а также на проведенное качественное исследование с целью выявления содержательных направлений сотрудничества с конкурентами.

Результаты

Результаты. Стратегическое предпринимательство — новая область, построенная на интеграции предпринимательства и стратегического управления. Его применение руководством компаний может привести к высоким результатам деятельности. Однако в малых и средних туристских компаниях критически важные ресурсы, как правило, ограничены. Вследствие этого им приходится вступать в сотрудничество с конкурентами для получения доступа к дополнительным активам и возможностям. Для предоставления недостающих ресурсов и содействия инновациям, которые приводят к удовлетворению потребностей туристов, применяется сотрудничество с конкурентами (“coopetition”) как часть стратегической деятельности туристских компаний.

Выводы

Выводы. Сотрудничество с конкурентами (“coopetition”) в качестве дополнительной стратегии улучшит стратегическую модель предпринимательства и поможет туристским компаниям достичь наилучших результатов деятельности.

Aim

Aim. The presented study aims to assess the potential of coopetition as an additional strategy to creating an integrated model for managing strategic entrepreneurship in the tourism sector.

Tasks

Tasks. The authors define the concept of strategic entrepreneurship; determine and analyze the concept of coopetition; formulate the concept of strategic entrepreneurship in tourism; present the results of a qualitative study aimed at determining the most important forms of cooperation between tourism companies.

Methods

Methods. This conceptual study relies heavily on the examined literature, on theoretical reasons for using strategic entrepreneurship and coopetition in tourism enterprises, and on a qualitative study aimed at identifying meaningful areas of cooperation with competitors. Results. Strategic entrepreneurship is a new field based on the integration of entrepreneurship and strategic management. If used by the management, it can significantly boost the company’s performance. However, in small and medium-sized tourism enterprises, critical resources are usually limited. As a result, they have to cooperate with competitors to gain access to additional assets and opportunities. Coopetition is used as part of the strategic activities of tourism enterprises to provide the missing resources and promote innovations that could help satisfy the needs of tourists. Conclusions. Ccoopetition as an additional strategy will improve the strategic model of entrepreneurship, helping tourism enterprises achieve better performance.

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The authors declare that there are no conflicts of interest present.