Global integration. Global integration in concepts, terms, categories

Modern corporate governance is part of the broader economic context in which globally integrating companies operate and includes macro- and micro-level factors. So, along with the traditional subjects of international economic relations of the twentieth century. - states, and various interstate organizations, modern management is forced to interact with new forms of economic and political institutionalization - transnational centers of economic and political influence. These are regional associations, intergovernmental political, financial and economic institutions, international non-governmental organizations. The subjects of the modern global system should also include such new world centers of influence and power as regular informal meetings of the leaders of the G7, G8, G20 and other forums of new global elites, such as the Trilateral Commission or the Davos Forum, the largest industrial, banking and media corporations.

For example, special attention at the level of the G20 (Group of Twenty Finance Ministers and Central Bank Governors) at the St. Petersburg International Economic Forum (June 16–18, 2016) was paid to the formation of new closed trade and financial blocs with a certain composition participants, such as the Trans-Pacific Partnership and, in the future, the Transatlantic Trade and Investment Partnership. Against this background, it has become quite appropriate to talk about relative re-globalization, and a departure from the rules that previously seemed universal.

These initiatives should allow changes to influence national corporate governance codes.

Another forum: The Financial Stability Board is an international organization created by the countries of the G20 at the summit in May 2016. This is the body executing the decisions of the G20 summits, coordinating at the international level the work of national financial authorities and international rule-making bodies , also influencing corporate governance around the world.

The leading international organization developing standards in the field of corporate management is the OECD. The World Bank, the UN, the International currency board(IMF) and a number of European organizations, as well as the International Securities Organization and the International Accounting Standards Board.

Expanding and deepening interaction international organizations with national regulators and globally integrating companies, forms unified requirements for characteristics, including strategic management, for all participants in corporate relations.

In this regard, it is relevant to raise the question of compliance various methods regulation of the business of globally integrating companies to the principle of coordination compliance with the changing global socio-economic and political landscape of their activities. Business globalization practices must continually change to reflect the landscape. In addition, this principle presupposes the mutual correspondence of the elements of the global landscape as a system (i.e. the presence of a “space of mutual correspondence”).

Based on conceptual and empirical analysis, a systematic theoretical and methodological study of the influence of factors of the global socio-economic and political landscape on the development of strategic management was carried out, briefly presented in Table. 1 .

Table 1 The influence of factors of the global socio-economic and political landscape on the development of strategic management of globally integrating companies

The evolution of the external environment is constantly changing the range of impacts on globalizing companies, and strategic management, which is undergoing constant changes, must always adequately correspond to these updated conditions.

The results of the above analysis make it possible to determine the main tasks of management of globally integrating companies at the present stage of its development, presented in Table. 2.

table 2 The main tasks of management of globally integrating companies

The tasks of effective strategic management of globally integrating companies are formed at three interrelated levels:

1. in internal organizational structures;
2. in the external environment of local, transnational/global markets the presence of production and other structures of these companies;
3. and at the level of the external environment of the global economic system as a whole.

Based on the above, it should be concluded:

Global company strategy

The defining characteristic of a global organization is its implementation of global strategy. Which assumes that an organization, selling or producing its products/services in many countries, adheres to a unified approach.

International strategies. In terms of market coverage and scale, international strategies can be multinational and global. The choice between them depends on the nature of competition in the market where the organizations operate. Companies operating in markets where prices and competitive conditions are linked, and the organization's competitive position in each market influences positions in other markets, seek to operate on several continents and in many countries, and choose a global strategy. Such organizations have the opportunity to operate in high-tech industries, since the significant scale of their activities reduces unit R&D costs. They can locate production where it is profitable, building global networks.

The need for a multinational strategy arises when there are large differences in the competitive conditions in different countries. Multinational and global types of competition have significant differences both in the general approach and in the private strategies developed within their framework.

Table 3 Distinctive features multinational and global strategies

An organization can move from a multinational strategy to global way development of core competence or dynamic ability, its subsequent internationalization and globalization.

Global strategy is an integrated model of action that represents a long-term, qualitatively defined interaction of specialized resources used to adapt the company's goals to the opportunities of the global market with the subsequent extraction of excess profits.

The global strategy is the same for all countries, although there are slight differences in the strategies in each market due to the need to adapt to its specific conditions, but the basic competitive approach (for example, low cost, differentiation or focus) remains the same for all countries in which the organization operates; a global strategy gives the desired result in industries with greater competition or in industries where globalization processes begin.

Table 4 Global strategy

The strategic potential of an organization is the relevance and sufficiency of the capabilities/routines/competencies and other resources of the organization for its globalization, strengthening its competitive position.

When developing a strategy for global integration, a company must solve two problems: rationally locate production, taking into account the capabilities of individual countries, and organize coordination of the activities of all parts of the organization (production, supply, sales, service, marketing, etc.) to achieve the final result - increasing sales volume. That is, it must take into account global trends that influence the formation of the company’s global strategy, see table. 5.

Table 5 Global trends influencing the formation of a company’s global integration strategy

The initial location-based benefits are expanded and complemented by the creation of a global network. Advantages of other locations may also arise from the distribution of individual activities.

Depending on the specific activities that are concentrated or distributed, the scale of placement various types activities and their coordination with each other, global competition has not one, but several different forms. In transnational industries, the industry structure favors a highly distributed configuration, where each country effectively hosts the entire value chain. In such industries, the full benefits are realized by allowing the units operating in each country to have virtually complete strategic autonomy. But competition in an industry becomes truly global when the competitive advantages of a global network outweigh the benefits of the local focus and knowledge of national rivals and external competitors who have chosen to target that country's market.

As such, a global strategy can take many forms. For example, McDonald's specific global strategy is quite different from Intel Corporation's or Boeing's strategy. Active coordination concerns only image, design and service standards, i.e. in this respect local autonomy will be limited.

Currently, organizations are developing alternatives that more fully take into account such an important characteristic of the modern business space as its globality. Designing organizational changes to accelerate the achievement of global status includes generating many alternatives: choosing different countries and regions; selection of types of products/services most suitable for selected territories; determining how best to enter these territories and which strategies, external and internal, are most suitable for penetrating selected markets and many other aspects. All this makes global strategies extremely difficult to organizationally plan and implement.

But as Kenichi Ohmae noted, a company doesn't need to be a leader in every function, from raw materials to service, to win. If it can create decisive superiority in one key function, it can outperform its competitors in other functions that are currently underperforming. A manager who invests in improving all functions at once may achieve the desired operational improvement, but his company will still lose because it will perform worse than its competitors in a key function. That is, the organization will be able to create decisive superiority in one key function (competence or dynamic ability) - algorithmization of management of strategic processes of globalization, which will give it the opportunity to surpass competitors in other functions.

Analysis of the morphological characteristics of the management of a globally integrating company

The analysis of the morphological characteristics of global strategy management in this section is focused on the spatial and temporal characteristics of the company’s activities based on the identification and systematization of external and internal factors influencing its transformation in modern conditions.

The stated goal in this case explains the choice of a morphological approach to the study of the latest trends in the management of a company’s global integration strategy based on the study of external and internal factors of its transformation.

In this work, a factor (German faktor from Latin factor – doing, producing) is understood as the driving force of the economic process, determining its character or its individual features. In our case, these are management actions, the development and implementation of which entails the global integration of the organization.

Grouping factors is combining them into groups according to the degree of influence on the level of change in globalization associated with management.

In this work, transformation (from Late Latin transformatio – transformation), in contrast to “reforming”, is understood as planned and purposefully implemented transformations of an organization, implying the achievement of the intended, positive consequences of economic growth/hypergrowth, see: pp. 2.5. Growth and hypergrowth of the company.

Economic growth is the main condition for increasing competitiveness and at the same time it itself largely depends on it. Therefore, the task of the company’s global integration strategy is considered in conjunction with its transformation, by which we will understand the process of functioning aimed at constant qualitative improvement of the management system while achieving the set indicators.

By management of a company's global integration strategy, the author understands a complex process of long-term, qualitatively defined interaction of specialized resources used to adapt and achieve complementarity of the organization's activities to the opportunities of the global market with the subsequent extraction of excess profits. This process includes identifying global trends in changes in the landscape of the world economy, setting goals, understanding problems and opportunities for solving them, analyzing the strategic potential of the company and the external environment. As well as determining directions for the development of a global presence (manufacturing or service-based), developing and selecting alternatives, drawing up programs and budgets for activities, taking measures for their implementation on a global scale, taking into account a timely response to events arising in the external environment.

The modern relevance of the management of a company's global strategy is determined by the influence of the subject of management on the change in the value of its total growth in the context of the processes of formation of a unified global financial and information landscape. Today, not only the largest, but also small and medium-sized companies engaged in strategic innovative developments can globalize.

Table 6 Examples of companies characterized by long-term growth/hypergrowth and global integration

Growth and hypergrowth of the company in the context of the formation of a global integration strategy based on the assessment and development of the level of dynamic capabilities

In search of a competitive advantage, in the second decade of the 21st century, organizations are forced to identify innovative activity, effective adaptation of the external environment, active behavior in the market, growth/hypergrowth, increased cognitive efficiency, creativity, effective adaptation of the external environment and other characteristics around which you can build an effective business space.

In the author’s understanding, innovative activity is a complex characteristic innovation activity of a given organization, including the degree of intensity of actions and their timeliness, the ability to mobilize the potential of the required quantity and quality, the ability to ensure the validity of methods, the level of technology of the innovation process in terms of composition and sequence of operations.

The active behavior of these organizations in the market implies the desire to change or expand time constraints, providing the best conditions for achieving their goals. Forms of active behavior include: development of network intercompany interactions, alliances, collusion, acquisition, merger, research and development, project implementation, marketing activities, product diversification. Those. actions that can be used to mitigate or eliminate growth/hypergrowth constraints.

In this regard, the opinion of A. Slivotsky in relation to the growth initiative is interesting. Majority large companies Those trying this approach assign half a dozen employees to the project. These are usually strong players, but not the best talent in the company. They tend to devote half their time to the initiative, with minimal direct input from top management. Corporate investments range between zero and several million dollars. Chances of success: close to zero.

If you want to get serious about growth, take meaningful, visible steps to nurture these initiatives. Talk about them, look for signs of progress or problems, and back up your words with time, energy, and money. And be persistent even in what may seem beyond reason.

In addition to the definition given above in the introduction, hypergrowth is understood as an exceptional, accelerated increase in the size, scope, types and complexity of an organization's activities far outstripping the market and industry (above 27-30% growth per year), practiced for 3-4 or more years .

In the author’s opinion, in this context it is advisable to distinguish between the concepts of “development”, “growth” and “hypergrowth”. Growth can occur with or without development. Limiting growth does not limit development. The main difference between growth and development is that the main limits of growth are exogenous and lie outside the organization, and the main limits of development are endogenous, inherent in it itself.

Organizational growth is an increase in the size, scope, types and complexity of activities (sales volume, market share, number of employees, net profit, etc.). Economic growth is the main condition for increasing competitiveness. Therefore, the task of achieving a global status by an organization is considered in conjunction with its development, by which we will understand the process of functioning aimed at constant qualitative improvement of the system while achieving the set quantitative indicators.

Purposeful hypergrowth is understood as the active behavior of an organization in the fastest possible build-up of competitive assets, “combinative abilities” for synthesizing and applying existing and acquired knowledge, “orchestration” of internal and external competencies to create new combinations and alignment of assets with their subsequent rotation based on assessment and development dynamic abilities.

Table 7 Development, growth and hypergrowth of the organization

Following the organization's hypergrowth strategy as successful advanced growth brings up the issue of speed, i.e. a combination of speed and temporary dynamics of growth, when an organization begins to move along a growth spiral and stays there. The extreme tendency to combine faster and better achievement of goals should be avoided. Proactive behavior in hypergrowth environments should result in productive and long-lasting growth for the organization. Every organization has a growth rate that is best for them that allows them to build business value over the long term. This speed is unique to every hyper-growing organization. Identifying the best growth rate for an organization requires diagnosing the symptoms of suboptimal hypergrowth (that is, growth that is too fast or very slow) and modeling the pace and proportion of the organization's targeted hypergrowth.

The author considers the key features of organizations implementing targeted hypergrowth in order to achieve global status:

The consequence of these characteristics of organizations is:

1. growth at an accelerated pace, which forces them to create new production capacities using innovative solutions;
2. hypergrowth allows you to implement large investment projects, carry out mergers/acquisitions and finance R&D, which in the near future provides access to foreign markets and the internationalization of the organization;
3. intensive demand for their products is largely based on the formation of new markets, and not on the redistribution of existing ones;
4. the hypergrowth of these organizations has a cumulative effect, that is, it stimulates those who then give orders along the chain both within the country and in foreign markets;
5. the development of these companies reaches various formats of international global organizations, which organize groups that include industrial, trade and financial associations.

Another important feature that should be highlighted is adaptation of the external environment.

According to IBM's (NYSE: IBM) large-scale new survey, the IBM 2010 Global CEO Study, 95% of top-performing organizations identified customer intimacy as their most important strategic initiative, which must be implemented in the future - using the Web, interactive services and social media channels to reconsider the principles of how they attract and interest consumers.

Globally integrating companies are guided by the principle that creating value for all their stakeholders is an integral component of success, and society and the environment are very important stakeholders. Thus, creating value for these stakeholders as well is an integral part of the business philosophy and the operating model of conscious companies.

On the contrary, companies that are driven primarily by the desire for income sometimes artificially instill social and environmental programs to the traditional business model of maximizing revenue, usually to improve the company's reputation or as a defense against criticism. Most of these actions are mere PR, which is rightfully condemned and is often called “greenwashing.” A holistic approach is required, incorporating responsible behavior towards all stakeholders as a key element of the business philosophy and strategy. It is necessary not to pedal the responsibility of business, but to completely reorient towards civil society, integrating this approach into the core of business.

The main goal of an organization when forming a strategy for global integration of a company is not so much maximizing profits through globalization of the market for its products/services, but rather achieving cost-effective complementarity (adaptation) with external environment of its activities.

The result of the formation of a global strategy is the creation of an integrated international trade and industrial system.

In strategy formation, special emphasis is placed on determining the characteristics of the organization's endogenous resources, allowing them to generate sustainable competitive advantages: the resource must create economic value and be rare, difficult to replicate, not replaceable and not freely available on the market of production factors; the priority of creating value rather than minimizing costs, as well as the emphasis of efforts not on suppressing a rival in market competition at any cost, but on creating one’s own competencies that are difficult to replicate by other organizations as the key to leadership in business.

Currently, intensive factors of economic growth are becoming effective tools for maintaining and creating the market value of an organization. When determining areas for intensive growth, management must rely on 1) on promising and growing segments using predominantly pioneering innovations, 2) on occupying leading positions in their various micro-markets, 3) on acquiring knowledge in the production of specific parts that are vital for various niches, in which the company operates.

The defining indicators of the economic growth of an organization that characterize its effectiveness are the comparative dynamics of sales and the fair market (fundamental) value of the business, the ratio of the growth rate of market value added (MVA - Market Value Added) to the growth rate of capital used in the business (EC - Capital Employed). The goal of effective management is achieved in the case of the following ratio:

(MVA(t+1) /MVAt: EC(t+1) /EC t) > 1,

where: t and (t+1) are the periods being compared.

The sustainability and efficiency of an organization's hypergrowth is achieved by:

1. its development and improvement;
2. the formation of a corporate mentality at different levels of the hierarchy, since growth/hypergrowth is a mentality created by corporate leaders and embodied by employees;
3. ensuring balanced growth/hypergrowth, which makes it sustainable;
4. achieving a compromise when forming growth/hypergrowth goals based on a balance between radical growth, that is, efficiency and productivity growth;
5. expanding the capacity of traditional sales markets in which the organization operates;
6. maintaining product competitiveness through improving investments and maintaining market share;
7. creation and launch of new products/services and development of promising client segments, as well as the use of process and system innovations;
8. increasing the identity of the organization’s products - which is extremely important for maintaining sales dynamics and their margins in the context of economic globalization and tougher competition;
9. combining elements of process and product innovation within separate structural units and then scaling their successful results throughout the organization.

Management of economic hypergrowth is based on the use of modern management models: value-based management (Value Based Management, VBM), balanced scorecards and strategic maps (Balanced Scorecard, BSC and Strategy Map), value chain management, intra-company economic accounting (BUM-Business Unit Management), etc.

The model of the company's targeted hypergrowth in the context of the formation of a global integration strategy based on the generation, assessment and development of dynamic capabilities is presented in Table 8. The horizons, stages and stages of the organization's targeted hypergrowth in the context of the formation of a global integration strategy are presented in Table 9.

Table 8 A model of targeted hypergrowth of a company in the context of the formation of a global integration strategy based on the generation, assessment and development of the level of its dynamic capabilities

Table 9 Horizons, stages and phases of targeted hyper-growth of an organization in the context of the formation of a global integration strategy based on dynamic capabilities

Click on the image to enlarge it

Today, successful organizations quickly introduce new products, enter and exit markets, and sometimes go out of business. In such conditions, the essence of the global integration strategy lies not in the structure of the organization’s products and markets, but in the dynamics and time of its formation. The goal is to generate and modify operational routines and hard-to-replicate core competencies based on the generation, assessment and development of dynamic capabilities that differentiate the organization from competitors in the market. This makes the use of dynamic capabilities the main tool for developing an organization’s global integration strategy as part of its development in national, international and global markets.

The space of activity of management of a globally integrating company

The space of activity of management of globally integrating companies is a structured functional space in which specific connections and relationships are formed between the subjects of the global economy and management. The uncertainty of the structure and the mechanism of its change give rise to the problem of transformation. The spatial management area of ​​a globally integrated organization is a non-overlapping set of factors (processes) that are verified by dividing the whole into parts. This set is characterized by: establishing the boundaries of its individual components and the whole; the functionality of individual elements (processes) and the whole, that is, the manifestation of their properties; hierarchy of interaction, etc.

The object of influence of the management of globally integrating companies is the processes of management activities that have the unique property of “glocal” separation. This division of labor in globally integrating companies results in a hierarchy of management levels, the characteristic of which is the formal/informal subordination of individuals at each level. A unique hierarchy permeates the entire organization. The division of labor gives rise to elements of the global set and relationships of different levels between them.

With all the diversity of management activities, they have some functional commonality, repeating features that are important for managing the activities of globally integrating companies.

Throughout the 2000s, IBM has conducted research on the world's leading companies every two years through personal interviews with their business leaders on the most pressing issues of modern business (IBM Global CEO Study).

The study identified the following relevant factors modern management leading companies in the world:

1. Trust in employees based on values.
2. Individual approach to clients.
3. Expanding innovation through partnerships.
4. Business leaders are using a new strategy in the ongoing battle for qualified talent.
5. Attracting highly competent employees.
6. Individual approach to clients. Business leaders are eager to gain more information about customers. Changes are required to respond to customer expectations
7. Company leaders are making fundamental changes to existing business processes to more quickly and effectively respond to the needs of markets and individual consumers: A clearer understanding of the needs of individual customers, noted 72% of respondents. A reduction in response time to market needs was also noted by 72% of respondents.
8. Expanding innovation through partnerships was noted by 70% of respondents.

Expanding partnerships facilitates the introduction of radical innovative technologies. The need for innovation is not decreasing, so organizations are joining forces. At the same time, they take on more complex and explosive innovation tasks. Instead of easy creation new products or more efficient operations, they are much more likely to move into other industries or even create entirely new ones.

The IBM survey, as well as other surveys, state: the expansion and deepening of interaction between international organizations with national/global regulators and globally integrating companies creates unified requirements for management characteristics among all participants in corporate relations.

In this regard, it is relevant to raise the question of the compliance of various methods of regulating the business of globally integrating companies with the principle of coordination compliance with the changing global economic and political landscape of their activities. Business globalization practices must continually change to reflect the landscape. In addition, this principle presupposes the mutual correspondence of elements of the landscape of the world economy as a system (that is, the presence of a “space of mutual correspondence”).

Based on conceptual and empirical analysis, the author identified: first, modern factors of the economic and political landscape of the world economy that influence the management of globally integrating companies.

Table 10 Factors influencing the management of globally integrating companies

Table 11 The influence of global factors of the modern economy on the content of internal management functions of globally integrating companies

The evolution of the external environment constantly updates the range of impacts on globally integrating companies, and management must adequately respond to these changing conditions, which in turn is undergoing transformation (see Table 26).

Analysis of the influence of factors of the economic and political landscape of the world economy on the development of management of globally integrating companies shows the relevance of further study of the relationship between the economic landscape and management in the context of a new interaction of a company with a whole set of factors. At the same time, the very variability of the content of the needs of these factors determines the features of the morphological structure of modern management.

According to the author, the key task of the management of globally integrating companies is to create a long-term impulse for the hypergrowth of the organization based on the strategy of its globalization. Such an impulse should give dynamism to the development and hypergrowth of the organization, since only a dynamic organization is successful. The presence of this long-term phenomenon was confirmed during an empirical analysis of data on the growth of turnover of the world's largest organizations, their profits and shareholder value over 20 years:

Thus, the global integration of a company begins with the formation of a strong globally oriented management (management of complex, dynamic systems) using a cognitive approach and creativity. It allows the organization to generate and develop the necessary capabilities and competencies. Linkages between functional managers should enable the organization to accumulate specialized knowledge and skills and apply them where required by its international/global operations. The management of a globally integrating company acts as an accumulator of the organization's knowledge base and as the main stimulator of their association and movement within it. For example, the desire to establish strong links between the research and technical functions of subsidiaries prevented ITT from coordinating the development and distribution of digital long-distance exchange systems. Thus, simultaneously ensuring productivity, responsiveness, and learning capabilities requires the development of a multidimensional organization in which the effectiveness of managers of the various groups is preserved, while at the same time each is protected from the dominance of others. The most difficult task for managers trying to meet the requirements of spontaneously developing strategies is the development of new elements of a multidimensional organization while maintaining the effectiveness of one-dimensional capabilities.

Management must globalize its activities, primarily in those areas of business where it has unique advantages and the greatest chance of success in competition, both in national and international markets. For example, the Nakal company showed that the union of an innovatively active plant and a developer of new technology can result in technological leadership in the world market. To bring a serious innovation to the market, Nakal agreed with an innovator from the automobile industry. Based on his breakthrough development, the organization created a new generation of industrial furnaces for nitriding steels and alloys - a furnace with catalytic gas nitriding (KGA). And as a result, it became a technological leader: its equipment has fundamentally new capabilities compared to what other global manufacturers have so far offered to the market. “Nakal” delivered its first export furnace with KGA to Spain in 2007. “Nakal” intends to create its own dealer network in the EU countries.

The organization must purposefully achieve hyper-growth of the business. Despite the modest starting positions, maintaining long-term high rates (namely, the constancy of growth in percentage terms is a mathematical property of exponentials) sooner or later leads to the fact that the business volumes of such a company become huge. A classic example is Nokia Corporation, whose management, led by President and CEO Jorma Jaakko Ollila, relied on global integration of the company through hypergrowth. In 1995, Nokia went through a serious sales crisis. And since 1996, phenomenal growth began. By 1999, sales increased threefold, profits almost fivefold. The stock price increased 25 times. Investors have placed their bets on high technology. This helped solve the problem of financing growth. In 1994, Nokia shares and bonds were listed on the New York Stock Exchange. Capital from all over the world poured into little Finland as Nokia managed to prove its effectiveness.

The main tasks of management of a globally integrating company

“The enterprise of the future,” says Ginni Rometty, senior vice president of IBM Global Business Services, embraces change as a “permanent state” of the organization. Those leaders who demonstrate the ability to effectively manage the most critical changes understand that they can achieve competitive advantage by reaching new customers with their products and services, and by uncompromisingly transforming their business model to global integration principles.

Based on the above opinion and the results of the characteristics of the management activity space of globally integrating companies, it is possible to determine the main tasks of strategic management at the present stage of its development, see table. 12 .

Table 12 The main tasks of managing the company's global integration strategy

Formation of a company's global integration strategy based on dynamic capabilities

Modern conditions for forming a company’s global integration strategy

It should be noted, first: in the conditions of a transitive economy, not only the forms of concentration and centralization of capital, methods of competition, methods of regulating social and labor relations change, but also the motives of business activity. In many ways, this process is natural and objective. However, the experience of most developed countries, including Russia, confirms that if we do not regulate the processes of global integration and do not influence the development of forms and methods entrepreneurial activity, then this can lead to a whole host of negative trends. Thus, in 2015, 5 Russian companies were included in the annual ranking of the world's largest corporations in terms of annual revenue, Fortune Global 500, compiled by the American magazine Fortune, and this is three less than in 2014. This number of companies in the ranking does not please Russia since this is the minimum result with global financial crisis of 2008.

The Fortune list includes Gazprom (MCX: GAZP), which dropped from 17th to 26th position over the year, LUKOIL (MCX: LKOH), which retained 43rd place, Rosneft (MCX: ROSN), which moved to from 46th to 51st line. At the same time, both Russian banks included in the rating improved their performance in 2015: Sberbank (MCX: SBER) rose from 186th place to 177th, VTB (MCX: VTBR) - from 443rd to 404th.

In second place is the largest oil refining company in Asia - the Chinese Sinopec, which occupied third place a year earlier. Its revenue is more than $446 billion.

The Anglo-Dutch Royal Dutch Shell with an annual turnover of $431 billion dropped from 2nd to 3rd position.

In total, the top 10 included two American companies (Wal-Mart and ExxonMobil), three Chinese (Sinopec, China National Petroleum and State Grid), German Volkswagen, Japanese Toyota, as well as three British ones - Shell, BP and Glencore (LONDON : GLEN) (in two of them, British citizens control only part of the share capital, notes the BBC).

Seven companies from the top ten represent the energy sector, two from the automotive industry and one from retail trade, see: table. 13 .

The most valuable company in the world, Apple, once again lost to its eternal competitor Samsung Electronics in terms of revenue, taking 15th place in the Fortune Global 500 (Samsung is in 13th), but at the same time it holds 2nd place in profit. The world leader in terms of annual profit is Industrial & Commercial Bank of China ($44.7 billion), which ranks only 18th in terms of revenue.

Second. A transitional economy creates fundamentally different conditions (factors) for the implementation of entrepreneurial activity on a global scale, which are decisive in the formation of an organization’s global integration strategy, see: table. 14 .

Table 14 The main factors in the formation of an organization's global integration strategy.

Third. It should also be noted that in modern conditions, not only the largest, but also small companies (the Globals phenomenon) engaged in strategic innovative developments (development of new types of fuel, energy, water treatment, etc.) can be global.

From the above modern conditions Formation of the company's global integration strategy, let's move on to presenting the concept of this strategy.

The concept of the company's global integration strategy

The main goal of the organization when forming a global integration strategy is to maximize profits through globalization of the market for its products/services based on adaptation of the external environment of activity.

The result of the formation of a global integration strategy is the creation of an integrated international trade and industrial system.

The given factors of globalization of the organization currently provide the basis for presenting the conceptual provisions for the formation of the company’s global integration strategy, its purpose and principles, see: table. 15.

Table 15 Conceptual provisions for the formation of a corporate strategy for the company’s global integration

When forming a strategy for the global integration of an organization, the author identifies the following list of the main dynamic capabilities necessary for the formation of a strategy and their content. Which in a certain functional area is decomposed into a number of narrower daily routines/competencies/abilities necessary to maintain them at a zero level.

Table 16 Abilities implemented at the stages of the strategic management process of an organization

When forming a global integration strategy, the organization generates and modifies the following competencies based on dynamic capabilities.

Table 17 Organizational competencies generated and modified by dynamic capabilities

Innovative activity is the most important result of the manifestation of dynamic abilities. In this case, it is necessary to take into account both technological (product/process) and organizational innovations. Organizational innovation refers to innovative solutions in the field organizational structure and the course of various processes within the company.

Rice. 1. Relationships between the sources and results of dynamic capabilities in the formation of a company's global integration strategy

The most important element When considering dynamic capabilities, it is the organizational capacity for change that is generic. If an organization is able to change quickly, this gives it an additional advantage over its competitors.

Based on the above, the organization should be perceived not as a collection of its constituent business units, but as a combination of key competencies and dynamic abilities. Through the latter, it systematically generates and modifies its operational routines and core competencies in an effort to improve managerial effectiveness. According to the author, this combination of key competencies and dynamic abilities most adequately reflects the requirements of forming a strategy for the global integration of an organization in a complex and dynamically changing business environment.

The place of competencies and dynamic abilities in the process of forming an organization’s global integration strategy is presented in Fig. 2.

Rice. 2. The relationship between competencies and abilities in the process of forming a company’s global integration strategy

To ensure sustainable demand for its products in the face of environmental changes, an organization must have the ability to recognize new business opportunities and competitive “challenges”. And then extracting economic benefits from them by making adaptive management decisions and carrying out organizational changes (transformation of competencies) based on organizational development, by which the author understands the practice of designing new capabilities of the resource base, key competencies and other endogenous factors based on the generation, assessment and development of dynamic company abilities.

Theoretical approaches to organizational development based on dynamic capabilities

Despite the relevance and significant volume of publications on the topic of organizational development, they discuss certain important aspects, but there is no general theoretical model of organizational development. Today, various concepts coexist in the semantic field of “change management”. Often “organizational transformation”, “transformation management”, “innovation management”, etc. are used as synonyms.

The first organizational development programs appeared in the 60s of the twentieth century, which primarily focused on supporting gradual organizational changes (K. Lewin, W. Bennis). Subsequently, with the development of the problems of strategic change, there appears a large number of models. In 1974, P. Woclavik proposed two types of changes: first-order and second-order. His approach distinguished between qualitative changes to the system and reconfiguration of individual components within the system.

The relationship between evolutionary and revolutionary changes can be described using the model of periodically disrupted equilibrium (point equilibrium - “punctuated equilibrium model”), developed by M. Tushman and E. Romanelli. There is a type of evolution in which a long period of equilibrium is periodically disrupted by a short period of rapid development. It is characterized by relatively long periods of gradual changes, adaptations, and interrupted cardinal transformations.

The rapid emergence of new concepts has led to a variety of concepts; in theory and practice, these concepts are often used in different ways. There is no “clear structure” in their array. Different concepts have different scales and intensity, some affect only the internal processes of the organization, others go beyond it. A number of them are aimed at creating an infrastructure that supports changes, which today is the most promising in the development paradigm.

The modern logic of organizational development priorities, based on the concept of dynamic capabilities and knowledge management, is that the source of competitive advantages can only be difficult-to-replicate routinized processes of “orchestration” of the organization’s existing internal and external competencies to create new combinations and alignment of assets.

The goal of change management is to ensure the successful implementation of complex organizational processes, first national, international, and then global horizon (level) of targeted hypergrowth in the formation of a company's global integration strategy.

The essence of organizational development based on dynamic capabilities is the timely transition to a new stage of development - the stage of hypergrowth (Expansion & Hypergrowth Stage), by realizing the ability to globalize the organization, before the initial stage (Introductory Stage) ends (Fig. 11).

Fig.3. Model of organizational development based on dynamic capabilities in the formation of an organization’s global integration strategy

The main goal of the Introductory Stage strategy is to implement changes in order to provide access to the resources and abilities that it needs but does not possess. This strategy is formed on new organizational models, permanent improvement of the structure, achieving complementarity with the external environment, changing services, modernizing products, creating networks, etc.

The development and hypergrowth of an organization allows it to be kept within a given range of efficiency in the billing period, while the strategy of the initial stage (Introductory Stage) should be aimed at the future, the foundations of which should be laid already within the framework of the organization’s presence on the national market. The space of transition from the initial stage (Introductory Stage) to the stage of hypergrowth (Expansion & Hypergrowth Stage) is a two-pronged process that includes, based on the assessment and development of dynamic capabilities, the development of improvements and innovations that allow the organization to prevent a crisis and adapt to changes in external and internal environment.

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Rice. 4. Performance indicators of the pace and proportions of targeted hypergrowth of the organization

Methodological approaches are a guideline for carrying out daily management activities and developing an organizational strategy, and also make it possible to predict and evaluate dysfunctions and disturbances in the organizational environment and in the system of making and implementing management decisions.

The essence of the approaches is to carry out organizational development on the basis of the (dynamic) ability to: 1) identify new opportunities for development, 2) introject new opportunities for development into the consciousness of management; 3) practical implementation of changes based on organizational configuration, intellectual capital, key competencies, and other factors of hypergrowth of the organization.

The concept of “organizational development,” according to established concepts in the literature and in practice, means a change in all components of the organization in order to meet the requirements of a dynamically developing environment, the tasks of expanding its internal capabilities to solve existing problems. Implementing change associated with organizational development relies on basic assumptions about people, groups and organizations.

The goal of organizational development is to solve the problem of the gap between the goals of the company's global integration strategy, the external environment and the current and future opportunities in the process of its implementation by the organization. This involves aligning the internal elements of the organizational system and the organization's capabilities with the variability of the environment, through the organizational configuration of dynamic capabilities and competencies and components of the organizational system. Intangible, soft organizational components are relevant. The solution is to find a balance between development and stability, avoiding the dysfunction caused continuous development and while ensuring that stability does not develop into stagnation.

The challenge of organizational development. Based on the organizational (dynamic) ability to develop, correctly assess the essence of the processes occurring in the external and internal environment, select and implement those innovations that will eliminate the variety of external and internal influences and a single line of behavior, maintain or increase the efficiency of the organization during the formation global strategy for global integration of the company.

Table 18 Organizational ability to change when forming a company's global integration strategy

Presented in table. Organizational capacity for change assumes that development is not a periodic, but a continuous process in which organizations permanently adjust themselves to an unpredictable and rapidly changing environment to achieve their goals. Within this model, change is represented as a chain of endless modifications in work processes and relationships caused by natural organizational instability and its reaction to external and internal circumstances.

Achieving goals and improving performance during targeted hypergrowth of an organization is achieved through innovation. Flexibility and innovation are used to indicate the direction of development required in achieving sustainable competitive advantage.

The direction of the planned organization is determined by the presence of a high-performance team, high autonomy, the priority of norms and values ​​over rules, technology, team agility, planning at the systems level, the development of strategic skills and core competencies, network structure, a balanced emphasis on multiple goals and the priority of the human factor.

Organizational development creates a new corporate culture, which, to a certain extent, is a set of rules operating in a given organization.

The basis for planning organizational culture is a system of indicators that reflects goals, management objectives and expected final results. As well as processes of adaptive change, influenced by the organization's historical experience in developing and modifying routines and supported by organizational memory and learning.

Organizational learning assumes that organizations, like people, have memory and can learn. The priority is to optimize the factors of the organization's mentality for creativity, innovation, creation of corporate knowledge and the implementation of dynamic capabilities.

The organizational development program includes:

1. formation of a development project implementation group;
2. initial diagnostics - collecting information, assessing dynamic capabilities and the feasibility of an organizational development initiative;
3. design of transformational communications;
4. feedback and analysis of the received data;
5. planning activities and resolving the problem of resistance to change as the main problem of implementation. Ways to overcome resistance;
6. interventions (directed at individual workers, teams, relationships between departments and the organization as a whole);
7. training and regulatory support for organizational development;
8. use of the controlling mechanism in the process of organizational development;
9. evaluation and additional research.

The assumptions underlying the practice of organizational development largely determine its nature.

The practical implementation of organizational development involves a number of sequential steps of the organization’s active behavior in the market, based on the model of key stages of development in the formation of its global strategy.

The new organizational system should be characterized by continuous improvement of all types of production and organizational and management processes based on the generation, assessment and development of the organization's dynamic capabilities.

Rice. 5. Organizational development in the formation of a company's global integration strategy based on dynamic capabilities

Methodological approaches to organizational development in the formation of a company's global integration strategy based on dynamic capabilities are the result of systematization of theoretical and empirical concepts of various scientific schools of strategic management, as well as a study of the evolution of approaches to managing an organization taking into account intellectual capital. Methodological approaches determine the main goal of organizational development, the paradigm and principles of strategic changes in the formation of corporate global strategy, areas of organizational decisions, criteria for assessing the effectiveness of the development management system and other elements of a globally integrating company.

The concept of hypergrowth in the company's global integration strategy

Economic hypergrowth is the main condition for increasing the competitiveness of a company and, at the same time, it itself largely depends on it. Therefore, the task of achieving a global status by an organization is considered in conjunction with its development, by which we will understand the process of functioning aimed at constant qualitative improvement of the system while achieving the set quantitative indicators of the globalization of the organization. In practice, the implementation of such an ambitious strategic approach has always occupied the minds of entrepreneurs and therefore has its own extensive historiography of theoretical and methodological concepts and corresponding models of transnationalization/globalization of the company, see table. 19 .

Table 19 Evolution of theoretical and methodological concepts and corresponding models of transnationalization and global integration of a company

Modern innovation-active organizations, both in Russia and abroad, widely practice innovative activity, active behavior in the market and hypergrowth.

The accelerated acquisition of global status by an organization initially orients the development of the organization towards an economically achievable and qualitatively new global level of activity.

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Fig.6. Recurring phases of each horizon of the formation of the organization’s global hypergrowth strategy

The mutual complementation of dynamic abilities and key competencies based on organizational development connects the individual experience of managers and their models of the industry landscape with the success of the organization's development in the changing horizons, stages and stages of the formation of a global integration strategy.

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Rice. 7. Organizational development in the formation of a company’s global integration strategy

When conceptualizing the concept of horizons for the formation of a global integration strategy for an organization, the author was guided by the definition of F. Nietzsche as interpreted by M. Heidegger.

The horizon, the sphere of the constant that surrounds man, is not at all a wall that fences him off: the horizon as such is transparent, it as such points beyond its limits to the unconsolidated (Nicht-festgemachte), the becoming, the capable of becoming, the possible. The horizon that belongs to the essence of the living is not only transparent: it is somehow constantly measured and, in the broader sense of “seeing and perceiving,” it is “visible” through and through. Practice as an accomplishment of life is carried out in such a viewing: in “perspective”. The horizon is always within perspective, in looking (Durchblick) into that which is possible, which can emerge from the becoming and only from it, hence from chaos. Perspective is a pre-determined trajectory of such looking through, on which in each case a horizon is formed. The possibility of looking-ahead (Vorblick) and looking-through, together with the formation of the horizon, belong in one way to the essence of life.

Nietzsche often equates horizon and perspective and therefore never makes their differences and interrelationships clear enough. This ambiguity is rooted not only in the style of Nietzschean thinking, but also in the very essence of the matter, since horizon and perspective are necessarily subordinate to each other and, as it were, superimposed on each other, so that often one can replace the other.

Determining the elements of the company's dynamic capabilities and their content when forming a global integration strategy

In the latest interpretation by D. Thies, the dynamic capabilities of an organization include the following set of elements (organizational skills):

When forming a strategy for the global integration of an organization, the author identifies the following minimum required set of elements of dynamic capabilities, see: table. 44. Which, in a certain functional area, is divided into a number of narrower daily routines/competencies/abilities.

A key step in developing an organization's global integration strategy associated with dynamic capabilities is to identify the foundations on which distinctive and difficult-to-replicate advantages can be created, maintained, and enhanced. In table 46 presents the minimum required set of elements of the dynamic capabilities (organizational skills) of an organization in terms of: 1) criteria (they must provide “this and that”), 2) processes (they must implement “this and that” ), 3) parameters (they should record “this and that”), 4) their analysis/evaluation, and 5) measurement.

Table 20 Dynamic capabilities to shape the company's global integration strategy

Table 21 The minimum required set of dynamic capabilities for the globalization of an organization

Table 22 The minimum required set of dynamic abilities for globalization (organizational skills) when forming a company’s global integration strategy

6. The benefits of targeted hypergrowth in a company’s global integration strategy

In forming a global integration strategy, special emphasis is placed on identifying the benefits of targeted hypergrowth of an organization that allows it to generate sustainable competitive advantage. .

Table 23 The benefits of targeted hypergrowth in a company's global integration strategy

Http://www.vestnik.mgimo.ru/index.php?option=com_content&view=article&id=215, p.260, 263–264; Dementieva A.G. Development of corporate governance in the context of globalization. Abstract of thesis. ... Dr. Econ. Sci. M., 2012; Environmental and globalmarketship // ENVIRONMENT DIRECTORATE ENVIRONMENT POLICY COMMITTEE Cat: ENV / EPOC / VSP (2007) 2/FINAL. URL: (date accessed 03/21/2015).

Ford J.D., Ford L.W., McNamara R.T. Resistance and the background conversations of change // Journal of Organizational Change Management. 2002. – Vol. 15. - No. 2, – P.106.

Tooth A.T. Strategic management: Textbook. – M.: TK Welby, Ed. Avenue. – 2007. P. 60-63.

Johnson G., Scholes K. Exploring corporate strategy. Cambridge. 1989.

Chapman J.A. A framework for transformational change in organizations // Leadership and organization development journal. 23/1, 2002. – P. 16 – 25.

See, for example: Hill F.M., Collins L.K. A descriptive and analytical model of organizational transformation // International journal of quality & reliability management, 2000. – Vol. 17. - No. 9. – P. 966 – 983.

Hammer M. Reengineering the Corporation: Manifesto of a Revolution in Business / M.: Publishing House. "Mann, Ivanov and Ferber", 2010. P.48.

Beugelsdijk S., Slangen A., von Herpen M. Shapes of organizational change: the case of Heineken Inc. // Journal of Organizational Change Management. 2002. – Vol. 15. - No. 3 – P.312.

Koch A. Systematisches Controlling von Change Management Kommunikation // Change Kommunikation, Marburg: Tectum Verlag, 2004. – S.106.

A detailed set of similar concepts is present in the list based on the results of monitoring by the consulting company Bain & Co. Management tools are used by companies around the world. See. data on the computer website Bain & Co: URL: http://www.bain.com (accessed 04/22/2016).

Teece D.J. Profiting from technological innovation: Implications for integration, collaboration, licensing and public policy. Research Policy. 1986. No. 15 (6), p. 285-305; Winter S. Knowledge and competence as strategic assets. In: Teece D.J. (ed). The Competitive challenge – Strategies for Industrial Innovation and Renewal Ballinger: Cambridge, MA, 1997; Thies D.J. Obtaining economic benefits from knowledge as assets: the “new” economy, know-how markets and intangible assets // Russian Journal of Management, 2004, No. 2 (1). pp. 95-120; Thies D.J., Pisano G., Shuen E. Dynamic capabilities of the firm and strategic management. Bulletin of St. Petersburg University, series: Management, 2003, No. 4. pp. 133-183; Teece D.J. Dynamic capabilities. In: Lazonick W. (ed). The International Encyclopedia of Business and Management Thomas Learning Publishers: London; 2002, p.1497-1512; Teece D.J. Explicating Dynamic capabilities: Innovation Processes, Investment Decision – Making and Asset specialization / Orchestration in au (Economic) Theory of (Strategic) Management. University of California, Berkeley, 2005.

Teece D.J. Dynamic capabilities. In: Lazonick W. (ed). The International Encyclopedia of Business and Management Thomas Learning Publishers: London; 2002, p.1497-1512.

The concept of “organizational change”, in contrast to the concept of “organizational development”, is not unambiguously defined in modern literature. In most publications, “change management” acts as a “container concept”, which implies everything associated with the word “change” in any of its meanings: Koch A. Systematisches Controlling von Change Management Kommunikation // Change Kommunikation , Marburg: Tectum Verlag, 2004. – S.95.

Waddell D. Resistance: a constructive tool for change management // Management Decision. 1998. – Vol. 36. - No. 8. – P.545.

In news feeds or news programs you can often hear the word “integration”, usually in the context of some economic or political event or situation. It has entered our lexicon quite tightly, but its meaning is not clear to everyone. This article will help answer the question of what integration is. In addition, you will be able to fill gaps in knowledge and better understand what is happening on the political and economic Olympus.

What is integration?

The Latin word "integration" means the process of unification different parts into a single whole. Moreover, depending on the context of application of this term, the definition is clarified and supplemented. In the economic context, integration is the process of active rapprochement, merger and mutual adaptation of national economic systems. They are inclined to self-regulation and self-development on the basis of political and economic agreements agreed between states.

International level

International economic integration consists of a number of criteria that ultimately determine its essence:

• It is likely only between countries that are close to each other in social and ideological structure, have political compatibility of systems and comparability in economic level of development.
• International economic integration is effective and, even more so, successful only at an equally high level of development of productive forces, that is, it is possible between developed countries.
• It has its own internal logical sequence of activities, since the various components of integration have a close relationship and interdependence.
• It is managed and directed at the highest level – interstate and intergovernmental.

European version

European integration has a fairly long history, where for several decades the search for the optimal path of development and formation of a united Europe has been carried out. So far it has not yet been found, since countries trying to unite have very heterogeneous processes, which makes integration difficult. Let's look at what European integration is.

The longest integration, with a large scope and with global processes, began in Western Europe back in 1958. The formation of the European Economic Community (EEC) marked the beginning of the creation of the European Union (EU), the goal of which was the formation of a single economic and financial market. And in 2002, European integration continued with the creation of a single union currency, which led to a more complex stage of integration - political.

Signs of integration

There are a number of signs by which the changes taking place in the country can be classified as prerequisites for integration or the immediate beginning of this process:

1. Mutual interweaving and penetration into other areas of production processes.
2. Profound changes in the economic structure in countries participating in integration.
3. Necessary and targeted management of merger processes.
4. The emergence of various structures at the interstate level in connection with this factor.

Forms of integration

Forms (or stages) of integration have several levels. First of all, as a rule, a free trade market is formed, aimed at a gradual reduction and further elimination of customs duties and payments between the participating countries in terms of mutual trade in various goods. The second stage is the creation of a customs union, which involves mutual duty-free trade relations and a single foreign trade tariff in relations with countries not united by integration.

The third stage is the creation of a single market. This means free trade and production processes within the integration countries, as well as the creation of a centralized governing body. The goal is a single market as one state, where there is a free and unhindered movement of goods, services, labor and capital. At the fourth stage, an economic union is created, then a monetary union. A unified policy is being pursued regarding the economy, finance, currency of integration participants, as well as citizenship.

Integration conditions

There are a number of conditions under which integration can be not only possible, but also successful:

• The economies of the merging countries should be at approximately the same level.
• All countries of the association must be at the stage of growth: economic, political, cultural and so on.
• Political decisions need to be made at the level of the governments of the participating countries.
• A close territorial location of powers and common borders is desirable.
• It is necessary to decide on the leading state in the association.

Development

There are a number of factors influencing the development and acceleration of integration processes. These include:

• openness and transparency of the national economies of countries seeking integration;
• division of labor at the international level;
• dynamic development of global infrastructure and market;
• expansion of production beyond the borders of one’s own country and its optimization at the global level;
• strengthening and redistribution of financial flows;
• migration flows of labor;
• international development of the scientific and technological sector;
• creation and development international systems Department of Transport, Communications and Information.

All of the above factors stimulate the stages of merger and contribute to the transition of the association to a fundamentally new level of quality. Integration and development together increase competition, lead to an increase in scale, progression of specialization and cooperation of production, which, in turn, contribute to economic growth.

Advantages and disadvantages

Despite the fact that the implementation of integration processes carries a lot of positive factors for the national economies of the merging participating countries, there are also negative aspects. The most common integration problems are:

1. The processes of rapprochement and merger are hampered due to the incomplete and weak complement of the economies of the participating countries.
2. The infrastructure is developing unevenly.
3. There is a difference in economic levels and, accordingly, in the potential for further development.
4. Possible instability political system in at least one participating country.

Faced with such obstacles on the path of integration, countries delay the unification process for many years, which cannot have a positive effect on their economy and leads to negative consequences. What is integration for countries with less developed economic sectors? It leads to an outflow of various resources and their redistribution towards more stable coalition members. In addition, increasing production within the framework of an integration association carries with it a delayed effect of losses precisely from the increase in scale. There is a risk of collusion between the participating countries on a certain segment of the goods market, which will undoubtedly lead to an increase in prices for them.

The advantages of integration processes include an increase in the size of the market for free trade, which, in turn, leads to competition between countries. This gives impetus to provide better conditions for trade, as a result of which the infrastructure is improved and the latest world technologies are also actively disseminated.

Integration examples

There are quite a lot of them in the world. Let us give an example of the largest, most famous and successful associations:

The main way and means of achieving the unity of humanity in the face of cultural, ethnic and religious diversity is the integration of peoples, states, world religions, and religious denominations.

The need for integration is due to the fact that individual states cannot solve problems that are inherent to all of humanity; not a single state on the planet has sufficient strength and means to neutralize global threats alone.

The integration structures of democratic states may face internal and external threats from anti-cosmopolitan forces.

Integration will take place in a disunited world society with global challenges and threats. Therefore, at all stages of integration it is necessary to ensure the survival of humanity, the comprehensive security of peoples, states, religions and humanity as a whole.

Ensuring the unity of humanity is one of the most important principles of cosmopolitanism. The unity of humanity is the genetic connection of all nations, peoples, religions, it is the connection not only of “today’s” people, but also the connection with their ancestors, the connection with descendants, it is the connection of everyone with everyone. This is the unity of human destinies, unity with the nature of the Earth, unity of economic ties, interconnection of policies, unity public consciousness. The unity of humanity is the fatherland of the world community, the organic totality of fatherlands - the state.

Unity has universal roots; citizens of the world must realize their unity with humanity, with nature.

All peoples of the planet contribute to unity. The greater the contribution of each people to unity, the more powerful the whole - the Great Being.

Achieving the unity of humanity presupposes the existence of a policy of all states, a global policy of the world community in relation to subsequent generations and descendants. It is advisable that every generation, after 20-25 years, report to its descendants what it left to subsequent generations in all spheres of life, and after 30-40 years, the entire world community should make a report. It is desirable that reports have a moral and legal character.

Integration is a process in space and time of creation, dissemination of rules, procedures, decision-making procedures, values ​​and norms. Integration processes take place in Peaceful time, during wars, revolutions, natural disasters. The range of integration is wide: from combining with a common internal and foreign policy to the cooperation of states with different configurations.

Integration will cover the political, social, economic, national, cultural, religious and military spheres.

Objects of integration: in the political sphere - this is a model of the state, type of regime, ideology, supranational structures; in the social sphere – rapprochement and unification of societies, ethnic composition, religion, language; in the economic sphere - this is the merging of markets, trade, investment, finance; in culture it is unification different cultures. A person can belong to different cultures.

Investment processes will occur before the modernization of democratic states; during their modernization; after modernization already in the conditions of cosmopolitan democracy.

Integration will occur within states, between states, within religions, between religions, between secular and religious structures.

Integration processes require close, business-like cooperation, patience, and searching for a way out in difficult situations. During integration, contradictions are possible, the neutralization of which will require compromises. Cooperation between states is the main direction of integration.

The integration process of a group of states should not be isolated. Firstly, it must correspond to the interests of the world community, unification, unity of humanity with cultural, ethnic and religious diversity; secondly, the member states of the process, the union of states, if it is created, must have a clear and clear policy in relation to other integration processes (EU, SCO, NATO, CSTO, etc.) regardless of their political orientation; thirdly, have an integration policy towards other states; fourthly, around unions of states it is necessary to create platforms for interaction with other peoples and states. As a result of close contacts with other states, they can join the integration process.

Integration will occur between peoples, states, religions, ethnic groups, if they do not even have common borders.

Integration processes will be carried out through mountains, rivers, oceans, and deserts. The canals will connect the island states. Connecting America and Russia through a canal would have historical integration significance.

It is possible for some states to leave the integration union of democratic states and return to authoritarianism. The collapse of democratic integration structures cannot be ruled out.

Integration is possible between democratic and authoritarian states on the basis of ethnic groups, religions, culture, and military security. Of course, in the future there will be a unification of the Korean people.

As a result of contacts with other integration processes, various options may arise: the unification of integration processes focused on the formation of a single humanity; establishing cooperation between integration processes that contribute to the expansion of a peace-loving space without wars; finally, the emergence of specific relationships between civilizational processes is possible.

When integrating, the "a la carte" method can be used. With this method, states do not have a common goal; states participate in integration using their national interests. They participate only in individual projects of the integration process.

During integration, the “measurable geometry” method is also used. With this method, the group of member states of the integration process does not necessarily have common goals. Thus, it actively promotes it forward and participates in integration in its individual areas.

President V.V. Putin put forward the idea of ​​a new integration project of Eurasia, consisting of the Russian Federation, Ukraine, Belarus, Kazakhstan, Kyrgyzstan, and Tajikistan.

With such a composition, with such a political structure of its members, the Eurasian Union will not contribute to the formation of a single humanity. First, it is a union of authoritarian states that will not become democratic in the coming decades. The union can grow at the expense of authoritarian states. Secondly, the union will be mainly anti-cosmopolitan in nature. Thirdly, relations between countries cannot be democratic and equal. The union will be dominated by the Russian Federation, which will ensure security for the countries. The union will be based on natural resources Russia. Fourthly, the Russian Federation is unlikely to establish harmonious, peaceful relations between the EU and the Eurasian Union.

It is possible that the union will be largely adequate to the Soviet regime.

At the same time, the Eurasian Union can turn into an effective source of global integration if its member countries take a democratic path of development and equal relations are established between states.

Russia is a multinational and multi-religious state that occupies an important geopolitical, cultural, ethnic, and religious position in Europe, Asia, and the world as a whole. If Russia becomes a democratic, peace-loving state; she has a great, cosmopolitan future.

Firstly, demographic Russia, a huge multimillion-dollar, multinational, multi-religious state, could in the future be an important structural element of the future of a united humanity with cultural, ethnic and religious diversity.

Secondly, Russia, together with the European Union, could form a large integration structure as part of a single humanity.

Thirdly, Russia could create an Asian multinational integration union. The Asian Union could include states of Christian, Chinese, Indian and Islamic civilizations. The union would enrich the cultural, ethnic and religious diversity of a future united humanity.

Fourthly, Russia could contribute to the formation of a single Euro-Asian association as an important structure for the future of a united humanity.

Demographic Russia could take the world-historical path, fight for the fate of humanity, and contribute to the unity of humanity, the biosphere and the noosphere.

The integration of our planet will be carried out through the development of local civilizations; through the formation of unions of democratic states (EU); through the preservation and development of multinational and multi-religious states (USA, RF, India, China); through the evolution and transformation of authoritarian states into democracies.

A multipolar world is an important trend in uniting people. Each subject of the multipolar world absorbs huge spaces, huge human associations.

It can be assumed that in the future the following integration models of states with immigrants are possible: the assimilation model (immigrants must fully accept the culture of the majority), the multiculturalism model (immigrants are given the right to preserve their culture, but respect the laws). A model in which immigrants will leave the country cannot be ruled out.

Local civilizations will play an important role in integration. Local civilization is a way of life of society, an integral and self-developing system. /Each local civilization is a large integration community, a large-scale structure in the world community, a large space-time configuration.

Local civilization is an integral system that includes religion, culture, philosophy, science, morality, law, ways of thinking, way of life, a system of relationships with nature, political, economic and social subsystems. Local civilization is an integral whole in which its components are closely interconnected. The modern world community includes Chinese, Indian, Japanese, Western European (Euro-Atlantic), Islamic, Orthodox (Eastern European), Latin American and African civilizations.

Moral, spiritual and territorial ties of tribes, nations, peoples, states led to the formation of local civilizations, which were systems limited in time and space.

Religion is a determining, system-forming factor in the development of local civilizations. Religion acts as a factor of integration, expands the spiritual space, affirms the unity of all believers, unites society, and forms a common worldview of believers.

Thus, local civilization is a huge part of the world community; together, local civilizations form the world community. Local civilizations are, firstly, a means of forming the unity of humanity; secondly, as a means of creating cultural, ethnic and religious diversity.

The basis of integration processes, the system-forming factor, will be the state. The community needs states that can become engines of integration. In integration, states move at different speeds (multi-speed integration). At the same time, they focus on the successes and failures of other states. Multi-speed integration is carried out if states have a common goal.

In the interests of democratic integration, each state must have a temporal and spatial view, a concept for its own integration, i.e. with whom to integrate? in what time frame? fit in yourself or integrate through yourself?

In the interests of global integration, it is necessary to preserve single vast spaces (China, Russia, USA, India, Brazil, Argentina, Indonesia, etc.). They are closer in time and space to the unity of the world community. You cannot destroy huge entities, including super-ethnic syntheses.

Currently, under the influence of globalization, new challenges and threats, the national sovereignty of many states is being transformed. The absolute sovereignty of the state is being replaced by limited sovereignty. Limitation of sovereignty is becoming a sustainable phenomenon in the world community.

Limitation of sovereignty occurs in two ways: voluntary transfer of sovereign powers (example of the European Union, UN) and external coercion to comply international obligations, ensuring human rights, preventing humanitarian disasters. When limiting sovereignty, various sanctions can be used, including embargoes, blockades, bans, etc. Voluntary and forced restrictions on the sovereignty of states require legal support, which will humanize global world politics.

Nation states are acquiring new functions. Some functions are transferred “up” to supranational structures, others “down” to local authorities. New functions have been added to the traditional ones: stimulating the economy, developing science, creating social infrastructure.

Limiting the sovereignty of states, transferring some of their functions to other states, supranational structures, and the United Nations makes it possible to more successfully fight against international terrorism, with the proliferation of weapons of mass destruction, carry out collective regulation of international relations. National states, freeing themselves from selfishness and from absolutizing their national interests, actively participate in integration processes.

Globalization is exacerbating the relationship between cosmopolitanism and nationalism. Nationalism rejects cosmopolitanism and cosmopolitanization. Supporters of nationalism stand for the greatness of their nation, for maintaining isolation in the face of integration. Nationalists consider patriotism as the only fair form of identity and reduce identity to one trait of a person (religion, nationality) at birth ("innate" identity). Nationalists dream of returning to their former role nation states. National homogeneity in states is considered eternal.

Nationalism brought bloody wars to humanity, which were the main means of solving various problems. They defend the powers of nation states. Nationalists are actively and consciously fighting cosmopolitanism.

Cosmopolitanism presupposes a brutal criticism of the principles of nationalism and reveals its constructive errors. At the same time, cosmopolitanism believes that the ideas of statehood and sovereignty have not lost their usefulness; they need to be developed in a cosmopolitan direction. Nationalism is capable of solving national problems if it uses the values ​​and potential of cosmopolitanism.

Cosmopolitanism, unlike nationalism, presupposes that individuals have multiple identities.

In conditions of integration, the role of international law increases. National rules of law influence the formation of rules of international law. International law influences national legislation.

The basic principles of international law are: sovereign equality states; refraining from the threat or use of force; resolution of international disputes by peaceful means; non-interference in the internal affairs of states; the duty of states to cooperate in the external sphere; equality and self-determination of peoples; inviolability of state borders; respect for human rights and fundamental freedoms; conscientious performance international obligations.

With these principles we have entered the 21st century. At the same time, international law can develop. New principles may also be formed.

Integration processes and integration structures of democratic states may face internal and external threats from anti-cosmopolitan forces. Therefore, at all stages of the formation of integration democratic structures, they must be provided with military security.

A significant, leading component of overall integration is the European Union of Democratic States.

The European Union acts as an experimental democratic laboratory, a platform for the integration process of the entire world community. Integration deepens, the number of participants grows, the structure of the union becomes more complex, it becomes a constant process.

The EU is a global leader in integration and cosmopolitanization. The EU has achieved historical success, becoming an important actor in world politics. The European Union has chosen the historically correct path to achieve the unity of humanity despite cultural, ethnic and religious diversity.

The EU is able to help overcome the systemic crisis of world democracies and make a huge contribution to the modernization of world democracies.

The European Union marked the beginning of cosmopolitan regional integration, which should prove its effectiveness in preserving peace and humane and fair relations between states. EU regional integration can become a sustainable and inclusive, cosmopolitan and geopolitical trend towards the formation of a united humanity. States that underestimate regional integration and do not join existing regional structures may remain for many decades on the margins of the world-historical movement.

The European Union proceeds from the fact that the presence of many nations cannot be replaced by a single big nation, that unity can be ensured by the recognition and reconciliation of many national histories, which does not imply the dissolution of nations, the dissolution of different religions.

Integration is focused on consolidating and preserving the principles of national, cultural and religious tolerance, on the coexistence of cultural, ethnic, religious, and political identities; rejects the project of national homogeneity in Europe. In the EU, national and European interests are gradually united, national interests are gradually Europeanized.

In the EU, more than half of decisions are made within the union, not within states. The partial renunciation of national sovereignty by states made them more secure. The departure of states from selfishness in the national interests will gradually increase. The EU has common interests in foreign policy and security.

At the same time, in the Union there is nostalgia for national sovereignty, national egoism has not been overcome, there is no deep interest in pan-European problems, and there is a rise in nationalism. The development of the EU is also hampered by a systemic crisis. All this holds back integration and cosmopolitanization.

In addition to the European Union, there are other integration models, which have their own characteristics. In North America, Asia, and Latin America, other integration centers are being formed, which in the future will take on a cosmopolitan character.

Integration is a global process with inherent general patterns.

One form of integration is diasporas. Cosmopolitanism assumes that diasporas should be objects of cosmopolitanization. When solving all diaspora problems, it is necessary to proceed from the interests of the world community. It is impossible not to expand or contract diasporas to the detriment of humanity. Diaspora problems require more complete and in-depth legal support at the level of states, regions, and the world community. With the long-term existence of diasporas, assimilation processes are possible.

Regional and global integration

Developing on two levels - global And regional, The integration process is characterized, on the one hand, by the increasing internationalization of economic life, and on the other, by the economic rapprochement of countries on a regional basis. Regional integration, growing on the basis of the internationalization of production and capital, at the same time expresses a certain divergence in the world market system, i.e. a parallel trend developing alongside a more global one. It represents, if not a denial of the global nature of the world market, then to a certain extent an attempt to close it within the framework of a group of developed leading states. We are talking about a qualitative shift, caused both by the growing economic needs of the economic rapprochement of different countries, and by the all-encompassing nature of the deepening contradictions within the framework of the world capitalist system. Modern countries are striving to find a way out of these contradictions, as well as to solve problems dictated by the acceleration of the internationalization of national economic complexes, through the utmost deepening of regional economic integration.

Within the framework of the regional complex, not only the sphere of circulation is internationalized and integrated, but also the central phase of the circulation of capital, i.e. production itself, the technological process of creating a product. As a result, the circulation of aggregate national capitals as a whole becomes intertwined. Here lies the main line separating integration from pre-integration forms of internationalization of economic life. We also note that integration as an economic phenomenon is still of a rather general nature, since nowhere in the world has a process of complete integration occurred, ending with the unification and loss of independence of the participants in the association. Therefore, integration is it's a process of unification , but not yet the unification of individual parts into a single whole. All this, however, is directly related to the most developed form of integration - the European Union.

Thus, international economic integration (IEI) - this is a steadily ongoing process of bringing a number of states closer together on the path to unification - from the proclamation of integration to the closest cooperation in the field of economics, finance, attracting labor, the creation of supranational bodies of economic and political power, which form the common basis for the domestic and foreign economic policies of the integrating states.

Extensive joint activities of the integration group and the created mechanisms of power lead to the development of uniform rules for the activities of various subjects of economic, legal, cultural, political, military and other activities in the direction of integration. This activity strengthens cooperation and regulation of economic, social, and in some cases, political issues in accordance with the tasks that were officially set by treaties and agreements at different stages of the integration development of countries.

Principles, types and forms of integration

The experience of many integration associations of the 20th century. shows that they are formed mainly on two basic principles. One principle is the powerful proactive role of the state (a classic example is the creation and development of the European Union); another principle is the predominant role of large private enterprise, which literally forces the state to take the path of integration rapprochement with one or another group of countries (examples: the Treaty between the United States, Canada and Mexico, NAFTA).

In the first case, it develops institutional type of integration , in the second - private-corporate. The global process of economic integration is likely to have sour cream character , since it is pushed, on the one hand, by developed countries and their governments, on the other hand by powerful TNCs and TNBs, on the third hand by large and influential international financial, economic and financial institutions and institutions (WTO, WB, IMF), as well as UN structures.

CMEA should also be classified as an institutional type of integration, since it was organized exclusively at the interstate level, albeit with the aim of solving primarily the economic problems of Eastern European countries.

The role of the state factor is also significant in the formation of various regional integration groups in areas of developing countries, which is obviously due to the fact that large businesses in developing countries are still being formed and do not have sufficient influence to become the leading force for “pushing” integration associations and the corresponding interstate agreements.

By scale, integration associations are divided into:

• 1) bilateral - least common in practice (for example, the integration association of Australia and New Zealand operating on the basis of an agreement);
• 2) multilateral - most common in regional integration;
• 3) continental - Latin American Economic Integration (LEI), Organization of African Unity (OLE).

Currently, both types of integration are developing dynamically - both their global and regional forms. Integration processes Europe covered, North America, vast areas of the Indian-Pacific basin, Latin America, Africa, the Arab countries zone. Each regional integration group has its own characteristics and mechanisms of formation and functioning. Some of them show their vitality, and the participating countries benefit from their peoples; others exist only on a formal basis, although sometimes the governments of these countries enter into important treaties and agreements.

International regional organizations operating in Europe:

• o EU;
• oEACT.

Regional organizations active in Europe:

• o Nordic Council (Scandinavian countries);
• o Council of the Baltic Sea States.

Regional associations of the states of Central and of Eastern Europe and Asia:

• o CIS;
• o Euro-Asian Free Trade Agreement; transformed into the EurAsEC in 2005;
• o Black Sea Economic Cooperation (BSEC);
• o Organization of Central Asian Countries;
• o Baltic Free Trade Area;
• o Russian-Belarusian Economic Union (transformed in 1997 into the Union of Belarus and Russia);
• o Kazakh-Kyrgyz-Uzbek free trade agreement;
• o Organization of Cooperation between Georgia, Ukraine, Azerbaijan and Moldova (GUAM);
• o Agreement on the Joint Economic Space of the CIS (2004);
• o Shanghai Cooperation Organization (IIIOC, 2005);
• o Customs Union of Russia, Kazakhstan and Belarus (2009).

It's hard to survive alone modern world, all countries of the world understood this. Sustainable growth requires access to a large common market and participation in the international division of labor. At the same time, states seek to protect their economies. To maintain a balance between protecting one's markets and gaining access to others, various forms of regional integration are used. These are objective processes; countries participate in various integration projects in order to obtain maximum benefits for their economic agents.

Concept

Regional integration is the strengthening of interaction in various spheres - military, economic, political, cultural. Countries create most favored nation treatment for members of the association. Integration involves the creation of a new community that tries to gain advantages through larger size, “economies of scale.” Pooled resources make it possible to solve issues that are beyond the capabilities of individual countries. During the process of integration, the economies of countries interact, adapt to working together, and grow together.

Signs

Based on the definition of regional integration, the following main features are distinguished:

• it is beneficial to all countries included in the association, everyone receives benefits that would be impossible to obtain individually;
• integration is a voluntary matter, based on partnerships, so forced unification as a result of wars is a different case;
• as a result of integration, a certain isolation of a group of countries from the global world occurs; favorable conditions are created for participants within the union and barriers are erected for other states;
• countries carry out coordinated internal and foreign policy, an example of the deepest integration is the European Union, where there is a single economic space and a coordinated position on the main foreign policy positions;
• there is a common regulatory framework and supranational bodies, for example, the Eurasian Economic Union has a unified Customs Code and a common management body - the Eurasian Commission, which deals with the functioning of the association;
• a shared vision of a common future and destiny, often based on a shared history.

Of course, the degree and depth of compliance of the unification depends on the type, form and at what stage of development the process of regional integration is.

Degree of integration

Depending on the level of unification, the following forms of regional integration are distinguished:

• Free trade zones. They imply the removal of barriers to trade, usually most duties and quotas are removed. They can be created both between countries and between integration associations and countries, for example between the Eurasian Economic Union and Vietnam.
• Customs unions are the next level of integration. Countries, in addition to removing barriers to trade among themselves, adopt common customs rules, tariffs and pursue a common trade policy towards third countries: the customs union of Russia, Belarus and Kazakhstan.
• Countries The free movement of capital, labor, goods and services is implied, and a common tax and trade policy is pursued. An example is the Latin American MERCOSUR, which includes Argentina, Brazil, Paraguay and Uruguay.
• Economic unions. The most advanced form of regional economic integration involves the implementation of a common trade, tax, and budget policy, a common currency is introduced, and policies towards third parties are often agreed upon.

Sometimes another form of integration is introduced - a political union, but already at the stage of an economic union, effective work is impossible without political unification.

Tasks

Main challenges facing regional unions, this is strengthening our position in the global market, strengthening stability and peace in the region and creating economic growth. In the course of the development of regional economic integration, associations of countries begin to deal not only with economic, but also with political issues. For example, ASEAN deals not only with trade between countries, but also with economic relations with other countries, issues of peace and stability in the region. One of the goals of the organization is the creation of a nuclear-free zone in the region.

Goals

Countries, by creating regional associations, strive to provide favorable conditions for the development of their countries, hoping to increase the efficiency of the national economy by receiving preferences from regional economic integration. The objectives of the association include, but are not limited to, benefiting from economies of scale, reducing the costs of foreign trade, gaining access to regional markets, ensuring political stability and improving the structure of the economy. Not all goals are always achieved; for example, Kyrgyzstan joined the Eurasian Economic Union in order to receive incentives for economic growth and attracting investment. However, the effect is still rather weak due to the influence of external factors.

Factors

The reasons why countries unite are very different; regional integration processes do not occur spontaneously. This is a conscious choice of countries that are going through a long journey of developing economic and political ties. Key factors contributing to the organization of regional integration:

• increase in the international division of labor;
• increased globalization of the world economy;
• increasing the openness of national economies;
• increasing the degree of specialization of countries.

In general, all factors characterize the complication of economic life. Some countries no longer always have time to rebuild production in accordance with the pace of innovation. The globalization of the economy forces us to compete with better goods.

Prerequisites

In most cases, the main incentive for the development of regional integration is territorial proximity. In many cases, these are countries that have a common history, for example, the Eurasian one arose as an unification of the countries of the post-Soviet space. Important value for successful regional economic integration is similarity of levels economic development. Many integration projects in developing countries do not work effectively due to too large differences in the level of economies. On the other hand, the European Union began as a project of the most developed countries in Europe. The Coal and Steel Alliance brought together countries that had common economic and political problems: increasing trade and eliminating the possibility of war between Germany and France. Successful examples of international regional integration make other countries strive to enter such unions.

Principles

There are about thirty integration associations operating in the world. The countries participating in them have traveled different paths. From the Pacific Partnership, formed in 2016 and never started working, to the European Union, the most advanced integration project. Therefore, when starting a project of international economic integration, regional entities understand that they will not be able to solve all their problems at once. Graduality is one of the principles of the unification process. The second principle is a community of interests; integration is a common project, during which it is necessary to build a system of complex economic ties. It is possible that in some areas we may agree to conditions that are not entirely favorable for the country in order to contribute to the achievement of a common goal. In order for there to be sustainable regional development and integration, an adequate decision-making model is needed. Typically, all major decisions are made by consensus.

Economies of scale and increased competition

Countries, initiating a regional integration project, strive to get the maximum effect from working in a common economic space. A larger market makes it possible to increase production volumes, increase competition and stimulate increased production efficiency, and reduce the influence of monopolies. Companies included in the association can increase production and sales volumes because they will gain access to the markets of countries included in the integration project. There are cost savings due to increased production volumes and savings in trade due to the removal of customs barriers and duties. In addition, working in a common free market allows you to reduce costs due to access to cheaper labor and advanced technologies. Economies of scale are especially important in small countries where large local companies quickly monopolize the local market. As the country opens up, the intensity of competition increases. Enterprises competing with big amount economic entities are forced to reduce costs and compete on prices. The negative consequences could be the erosion of entire industries in small countries that cannot withstand competition. For example, after joining the European Union, the Baltic countries were left without most industries.

Expansion and reorientation of trade

The removal of trade restrictions and tariffs may help change the geographical structure of trade. The common free market makes goods from the countries of the association competitive in local markets, including by reducing tariff barriers. As a result, there is a substitution of local and imported goods. Once they have access to regional markets, producers focus their efforts on producing and selling products in which they have a comparative advantage, such as through the removal of tariffs and quotas. Trade is expanding. More efficient producers displace products from other countries because they can take advantage of regional integration.

Countries receive their specialization within the integration association. The consolidation of markets leads to a geographical reorientation of trade. Receiving preferences in trade within the association stimulates an increase in domestic trade by reducing trade turnover with third countries. Especially if the lifting of restrictions within the integration association is accompanied by tightening terms of trade for other countries. Expansion and reorientation lead to a change in the country where production activities are located. Moreover, this is often unbalanced; some countries gain advantages, while in others entire industries are wiped out.

Major projects

Economic globalization forces countries to strive to join one or another association. All major regions of the world have their own economic associations. The most successful integration unions: North American Free Trade Agreement (NAFTA), Association of Southeast Asian Nations, Latin American Common Market The largest and most advanced integration project, the EU unites 27 countries. Comparable economic power is NAFTA, which includes the United States, Canada and Mexico, where one country plays a dominant role. However, the weakest economy in this union also benefits.

For example, Mexico is home to a significant number of automotive companies that serve the US market. ASEAN's largest Asian project has developed as a manufacturing base for the global economy. The largest association in the EAEU has existed since 2014.

European Union

The history of the EU serves as an example of the successful development of an integration project that has gone through all stages from a free trade area to a full-fledged economic and political union. United by a common history and territory, the countries began the process of integration to solve the common problems of post-war Europe. A significant advantage of the EU is that several developed countries with a similar culture and level of economic development participated in the integration. The countries of the union have delegated a significant part of their sovereignty to pan-European bodies.