Restructuring and Business Reengineering in Integrative Processes

Globalisation has intensified competition to such an extent that the cor-porations, merely with one’s own resources, cannot achieve acceptable success any longer. Objectives, which had been set-up prior to estab-lishing the alliance in order to justify the investment, frequently will not be possible to achieve if during the integrative period revolutionary methods of change are not applied, to which one can classify restruc-turing and reengineering. Therefore, it is essential to be successful, not only in rules and principles of strategic alliances but in the methods of radical changes. Key Words: strategic alliance, integration, restructuring, reengineering, crisis jel Classification: g34, l14 Strategic Partnerships Globalisation, which actually integrates all parts of the world into a joint global market, has intensified competition to such an extent that the corporations, merely with one’s own resources, cannot achieve accept-able success any longer. Therefore a joint (combined) use of assets of a number of corporations appears and, in a such a way, it is possible to achieve objectives which a corporation on its own would not be capable of achieving. The general objective of linkage and co-operation is found in increased competitiveness, i. e. improved developmental capabilities. Strategic partnership can be: • strategic business (non-equity) alliance or • equity (ownership) linkage (merger, acquisitions, take-over). Strategic business alliance is not based on capital transactions, as par-ticipating corporations retain their own legal entities (status) and inde-pendence. Capital linkage is about altered ownership proportions and the business co-operation should therefore intensify. The relationship should be a more long-term one, although it is not necessary that the equity linkage includes elements of strategic business co-operation. Dr Drago Dubrovski is an Associated Professor at the Facult