Развитие стратегического предпринимательства в компаниях малого и среднего бизнеса в сфере туризма: роль сотрудничества с конкурентами (“coopetition”)

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

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

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