and distributors, which affects the duration of partnerships, reduces transaction costs,
reduces the uncertainty of the functioning environment and the level of business risk
of the enterprise. This determined the emergence of a new type of lease - a relational
one, as a result of a productive inter-organizational interaction between the company
and its partners, and actualized the management of a unique set of relationships.
Within the framework of this approach, the attention of scholars is focused on the
system of corporate values, the priority of which is the following: honesty,
responsibility in the performance of contractual obligations, mutual respect,
transparency, communicative. Their implementation forms the key asset of any
company - trust, which increases the degree of attractiveness of the company for
partners and expands the explicit format of contractual relationships implicit on the
basis of a unique personalized relationship.
To a large extent, the development of an interorganizational-partner approach was
influenced by large-scale, meaningful transformations of key dominant business
structures, among which particular attention should be paid to the following: the
complication of the functioning environment of enterprises, increase its degree of
dynamism and uncertainty; strengthening the role of network (inter-organizational)
interaction;
the
transition
from
traditional
competitive
technologies
to
"noncompetitive", which determine competitive relations through the prism of
coalitions and strategic alliances. It has expanded the content of the approach in terms
of arrangements for joint actions of independent business entities; formation of a set of
goals, conditions, ideas and considerations that allow to combine them and harmonize
their interests; development of mechanisms of constructive inter-corporate partnership.
Accordingly, within the framework of this approach, the value began to be
considered from the standpoint of competitive interaction: information support
projects, the creation of professional associations and research associations, the sharing
of knowledge, the formation of complementary resource portfolios, management
consulting, implementation of programs lobbying the interests of enterprises in
government structures and the social environment.
Marketing and consumer approach. The development of this approach was, to a
large extent, determined by realization of the limits of advertisement as well as other
traditional marketing tools in ensuring increased sales of products / services and
expansion of business activities of enterprises.
In 1985, M. Porter actualized the need
to distinguish between the spheres of activity of companies that create value for the
client as the basis for the formation of competitive advantages. This determined the
development of the management of value creation chains in which the context of the
personal values of owners, top management and employees is not considered. In
subsequent publications by M. Porter in co-authorship with M. Kramer [13], the key
issues of this approach were operationalized, namely: restructuring of products and
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