Global integration in concepts, terms, categories. Regional integration: concept, forms, factors and processes of development of economic integration Principles, types and forms of integration

At the interstate level, integration occurs through the formation of regional economic associations of states and the coordination of their domestic and foreign economic policies. Interaction and mutual adaptation of national economies is manifested, first of all, in the gradual creation of a "common market" - in the liberalization of the conditions for the exchange of goods and the movement of production resources (capital, labor, information) between countries.

Causes and forms of development of international economic integration.

If 17 - the first half of the 20th century. became the era of the formation of independent national states, then in the second half of the 20th century. the reverse process began. This new trend first (since the 1950s) developed only in Europe, but then (since the 1960s) spread to other regions. Many countries voluntarily renounce full national sovereignty and form integration associations with other states. The main reason for this process is the desire to increase the economic efficiency of production, and the integration itself is primarily of an economic nature.

The rapid growth of economic integration blocs reflects the development of the international division of labor and international industrial cooperation.

International division of labor- This is a system of organizing international production in which countries, instead of independently providing themselves with all the necessary goods, specialize in the manufacture of only some goods, acquiring the missing ones through trade. The simplest example is the car trade between Japan and the United States: the Japanese specialize in the production of economical small cars for poor people, the Americans in the production of prestigious expensive cars for the wealthy. As a result, both the Japanese and Americans benefit from a situation where each country produces cars of all varieties.

International production cooperation, the second prerequisite for the development of integration blocks, is a form of organization of production in which workers from different countries jointly participate in the same production process (or in different processes that are interconnected). Thus, many component parts for American and Japanese cars are produced in other countries, and only assembly is carried out at the parent enterprises. As international cooperation develops, transnational corporations are formed that organize production on an international scale and regulate the world market.

Rice. The effect of economies of scale: with a small volume of output Q 1, only for the domestic market, the product has a high cost and, as a result, a high price; with a larger output Q 2 , with the use of exports, the cost and price are significantly reduced.

The result of the international division of labor and international production cooperation is the development of the international socialization of production - the internationalization of production. It is economically beneficial, because, firstly, it allows the most efficient use of the resources of different countries ( cm. presentation of the theories of absolute and relative advantages in trade in the article INTERNATIONAL TRADE), and secondly, it gives economies of scale. The second factor in modern conditions is the most important. The fact is that high-tech production requires high initial investments, which will pay off only if the production is large-scale ( cm. Fig.), otherwise the high price will scare away the buyer. Since the domestic markets of most countries (even such giants as the USA) do not provide a sufficiently high demand, high-tech production that requires a lot of money (automobile and aircraft construction, production of computers, video recorders ...) becomes profitable only when working not only for domestic, but also for external markets.

The internationalization of production is going on both at the global level and at the level of individual regions. To stimulate this objective process, special supranational economic organizations are created that regulate the world economy and seize part of the economic sovereignty from national states.

The internationalization of production can develop in different ways. The simplest situation is when stable economic ties are established between different countries based on the principle of complementarity. In this case, each country develops its own set of industries in order to sell their products to a large extent abroad, and then, with foreign exchange earnings, purchase goods from those industries that are better developed in other countries (for example, Russia specializes in the extraction and export of energy resources, importing consumer goods). manufactured goods). In this case, countries receive mutual benefits, but their economies develop somewhat one-sidedly and are highly dependent on the world market. It is this trend that now dominates the world economy as a whole: against the background of general economic growth, the gap between developed and developing countries is widening. The main organizations that stimulate and control this kind of internationalization on a global scale are the World Trade Organization (WTO) and international financial organizations such as the International Monetary Fund (IMF) .

A higher level of internationalization involves the alignment of the economic parameters of the participating countries. On an international scale, economic organizations (for example, UNCTAD) at the United Nations seek to guide this process. However, the results of their activities so far look rather insignificant. With a much more tangible effect, such internationalization is developing not at the global, but at the regional level in the form of the creation of integration unions of various groups of countries.

In addition to purely economic reasons, regional integration also has political incentives. The strengthening of close economic relations between different countries, the merging of national economies extinguishes the possibility of their political conflicts and makes it possible to pursue a common policy towards other countries. For example, the participation of Germany and France in the EU eliminated their political confrontation, which had lasted since the Thirty Years' War, and allowed them to act as a "united front" against common rivals (against the USSR in the 1950s–1980s, and against the United States since the 1990s). The formation of integration groupings has become one of the peaceful forms of modern geo-economic and geopolitical rivalry.

In the early 2000s, according to the Secretariat of the World Trade Organization (WTO), 214 regional trade agreements of an integration nature were registered in the world. There are international economic integration associations in all regions of the world, they include countries with very different levels of development and socio-economic systems. The largest and most active active integration blocs are the European Union (EU), the North American Free Trade Area (NAFTA) and the Asia-Pacific Economic Cooperation (APEC) in the Pacific.

Stages of development of integration groupings.

Regional economic integration goes through a number of stages in its development (Table 1):

Free trading zone,
Customs Union,
Common Market,
economic union and
political union.

At each of these stages, certain economic barriers (differences) between the countries that have joined the integration union are eliminated. As a result, a single market space is being formed within the boundaries of the integration bloc, all participating countries benefit by increasing the efficiency of firms and reducing government spending on customs control.

Table 1. Stages of development of regional economic integration

Table 1. STAGES OF DEVELOPMENT OF REGIONAL ECONOMIC INTEGRATION
steps	Essence	Examples
1. Free Trade Zone	Cancellation of customs duties in trade between countries - members of the integration group	EEC in 1958–1968 EFTA since 1960 NAFTA since 1988 MERCOSUR since 1991
2. Customs Union	Unification of customs duties in relation to third countries	EEC in 1968–1986 MERCOSUR since 1996
3. Common Market	Liberalization of the movement of resources (capital, labor, etc.) between the countries - members of the integration group	EEC in 1987–1992
4. Economic union	Coordination and unification of the internal economic policies of the participating countries, including the transition to a single currency	EU since 1993
5. Political union	Pursuing a unified foreign policy	No examples yet

First created Free trading zone– internal customs duties are reduced in trade between the participating countries. Countries voluntarily renounce the protection of their national markets in relations with their partners within the framework of this association, but in relations with third countries they act not collectively, but individually. While maintaining its economic sovereignty, each participant in the free trade zone sets its own external tariffs in trade with countries that are not members of this integration association. Usually, the creation of a free trade area begins with bilateral agreements between two closely cooperating countries, which are then joined by new partner countries (this was the case in NAFTA: first, the US treaty with Canada, which was then joined by Mexico). Most of the existing economic integration unions are at this initial stage.

After the completion of the creation of a free trade zone, the participants of the integration bloc move to the customs union. Now external tariffs are already being unified, a single foreign trade policy is being pursued - the members of the union jointly establish a single tariff barrier against third countries. When customs tariffs for third countries are different, this enables firms from countries outside the free trade zone to penetrate through the weakened border of one of the participating countries to the markets of all countries of the economic bloc. For example, if the tariff on American cars is high in France and low in Germany, then American cars can "conquer" France - first they are sold to Germany, and then, thanks to the absence of domestic duties, they are easily resold to France. The unification of external tariffs makes it possible to more reliably protect the emerging single regional market space and act on the international arena as a cohesive trading bloc. But at the same time, the countries participating in this integration association lose part of their foreign economic sovereignty. Since the creation of a customs union requires significant efforts to coordinate economic policy, not all free trade areas "grow" to the customs union.

The first customs unions appeared in the 19th century. (for example, the German customs union, Zollverein, uniting a number of German states in 1834-1871), more than 15 customs unions functioned on the eve of World War II. But since then the role of the world economy in comparison with the domestic economy was small, these customs unions were of no particular importance and did not pretend to be transformed into something else. The "era of integration" began in the 1950s, when the rapid growth of integration processes became a natural manifestation of globalization - the gradual "dissolution" of national economies in the world economy. Now the customs union is seen not as an end result, but only as an intermediate phase of economic cooperation between partner countries.

The third stage in the development of integration associations is Common Market. Now, to the minimization of internal duties, the elimination of restrictions on the movement of various factors of production from country to country - investments (capitals), workers, information (patents and know-how) - is added. This strengthens the economic interdependence of the member countries of the integration association. Freedom of movement of resources requires a high organizational level of interstate coordination. Common market established in the EU; NAFTA is approaching him.

But the common market is not the final stage of integration development. For the formation of a single market space, there is little freedom of movement across the borders of states of goods, services, capital and labor. In order to complete economic unification, it is also necessary to equalize tax levels, unify economic legislation, technical and sanitary standards, and coordinate national credit and financial structures and social protection systems. The implementation of these measures will finally lead to the creation of a truly single intra-regional market of economically united countries. This stage of integration is called economic union. At this stage, the importance of special supranational administrative structures (such as the European Parliament in the EU) is increasing, capable of not only coordinating the economic actions of governments, but also making operational decisions on behalf of the entire bloc. So far, only the EU has reached this level of economic integration.

As the economic union develops, the prerequisites for the highest stage of regional integration may develop in the countries - political union. We are talking about the transformation of a single market space into an integral economic and political organism. In the transition from an economic union to a political one, a new multinational subject of world economic and international political relations arises, which acts from a position that expresses the interests and political will of all participants in these unions. In fact, a new large federal state is being created. So far, there is no regional economic bloc of such a high level of development, but the EU, which is sometimes called the "United States of Europe", has come closest to it.

Prerequisites and results of integration processes.

Why in some cases (as in the EU) did the integration bloc turn out to be strong and stable, while in others (as in the CMEA) it did not? The success of regional economic integration is determined by a number of factors, both objective and subjective.

First, the sameness (or similarity) of the levels of economic development of the integrating countries is necessary. As a rule, international economic integration occurs either between industrialized countries or between developing countries. The connection in one integration bloc of countries of very different types is quite rare, such situations usually have purely political overtones (for example, the unification of the industrialized countries of Eastern Europe in the CMEA - like the GDR and Czechoslovakia - with the agrarian countries of Asia - like Mongolia and Vietnam) and end " divorce” of heterogeneous partners. More sustainable is the integration of highly developed countries with new industrial countries (USA and Mexico in NAFTA, Japan and Malaysia in APEC).

Secondly, all participating countries must not only be close in economic and socio-political systems, but also have a sufficiently high level of economic development. After all, the effect of economies of scale is noticeable mainly in high-tech industries. That is why, first of all, the integration associations of the highly developed countries of the “core” turn out to be successful, while the “peripheral” unions are unstable. The underdeveloped countries are more interested in economic contacts with more developed partners than with the same as themselves.

Thirdly, in the development of a regional integration union, it is necessary to follow the sequence of phases: free trade zone - customs union - common market - economic union - political union. It is possible, of course, to run ahead, when, for example, there is a political unification of countries that are not yet completely united economically. However, historical experience shows that such a desire to reduce "birth pangs" is fraught with the emergence of a "stillborn" union, which is too dependent on the political situation (this is exactly what happened with the CMEA).

Fourthly, the association of the participating countries should be voluntary and mutually beneficial. To maintain equality between them, a certain balance of power is desirable. Thus, in the EU there are four strong leaders (Germany, Great Britain, France and Italy), therefore, weaker partners (for example, Spain or Belgium) can maintain their political weight in controversial situations, choosing which of the strong leaders it is more profitable for them to join. The situation is less stable in NAFTA and in the EurAsEC, where one country (the United States in the first case, Russia in the second) is superior in economic and political strength to all other partners.

Fifth, a prerequisite for the emergence of new integration blocs is the so-called demonstration effect. In countries participating in regional economic integration, there is usually an acceleration in economic growth, a decrease in inflation, an increase in employment, and other positive economic shifts. This is becoming an enviable role model and has a certain stimulating effect on other countries. The demonstration effect manifested itself, for example, in the desire of the Eastern European countries to become members of the European Union as soon as possible, even without serious economic prerequisites for this.

The main criterion for the stability of an integration group is the share of mutual trade between partner countries in their total foreign trade (Table 2). If the members of the block trade mainly with each other and the share of mutual trade is growing (as in the EU and NAFTA), then this shows that they have achieved a high degree of mutuality. If the share of mutual trade is small and, moreover, tends to decrease (as in ECO), then such integration is fruitless and unstable.

Integration processes lead, first of all, to the development of economic regionalism, as a result of which certain groups of countries create for themselves more favorable conditions for trade, the movement of capital and labor than for all other countries. Despite the obvious protectionist features, economic regionalism is not considered a negative factor for the development of the world economy, unless a group of integrating countries, simplifying mutual economic ties, establishes less favorable conditions for trade with third countries than before the start of integration.

It is interesting to note examples of "crossed integration": one country can be a member of several integration blocs at once. For example, the US is a member of NAFTA and APEC, while Russia is a member of APEC and EurAsEC. Inside the big blocs, the small ones are preserved (like the Benelux in the EU). All this is a prerequisite for the convergence of conditions for regional associations. Negotiations between regional blocs are also aimed at the same prospect of a gradual development of regional integration into international internationalization. Thus, in the 1990s, a draft agreement was put forward for a transatlantic free trade area, TAFTA, which would connect NAFTA and the EU.

Table 2. Dynamics of the share of intra-regional exports in the total exports of the member countries of some integration groups in 1970-1996

Table 2. DYNAMICS OF THE SHARE OF INTRA-REGIONAL EXPORTS IN TOTAL EXPORTS OF COUNTRIES-MEMBERS OF SOME INTEGRATION GROUPINGS IN 1970-1996
Integration groupings	1970	1980	1985	1990	1996
European Union, EU (until 1993 - European Economic Community, EEC)	60%	59%	59%	62%	60%
North American Free Trade Area, NAFTA				41%	47%
Association of Southeast Asian Nations, ASEAN	23%	17%	18%	19%	22%
South American Common Market, MERCOSUR				9%	20%
Economic Community of West African States, ECOWAS		10%	5%	8%	11%
Economic Cooperation Organization, ECO (until 1985 - Regional Cooperation for Development)	3%	6%	10%	3%	3%
Caribbean Community, CARICOM	5%	4%	6%	8%	4%
Compiled by: Shishkov Yu.V. . M., 2001

Thus, economic integration at the beginning of the 21st century. takes place on three tiers: bilateral trade and economic agreements of individual states - small and medium regional groupings - three large economic and political blocs, between which there are cooperation agreements.

The main modern integration groupings of developed countries.

Historically, international economic integration has received the deepest development in Western Europe, where in the second half of the 20th century. gradually created a single economic space - the "United States of Europe". The Western European community is currently the "oldest" integration bloc, and it was its experience that served as the main object for emulation of other developed and developing countries.

There are many objective prerequisites for Western European integration. The countries of Western Europe have a long historical experience in the development of economic ties, resulting in a comparative unification of economic institutions (“rules of the game”). Western European integration also relied on close cultural and religious traditions. A significant role in its emergence was played by the ideas of a united Europe, which were popular back in the medieval era as a reflection of the unity of the Christian world and as a memory of the Roman Empire. The results of the First and Second World Wars were also of great importance, which finally proved that the power confrontation in Western Europe would not bring victory to any one country, but would only lead to a general weakening of the entire region. Finally, geopolitical factors also played a significant role - the need to unite Western Europe to counteract political influence from the east (from the USSR and Eastern European socialist countries) and the economic competition of other leaders of the "core" of the capitalist world-economy (primarily the United States). This set of cultural and political prerequisites is unique; it cannot be copied in any other region of the planet.

The beginning of Western European integration was laid by the Treaty of Paris signed in 1951 and entered into force in 1953. European Coal and Steel Community(ECSC). In 1957, the Treaty of Rome was signed establishing European Economic Community(EEC), which entered into force in 1958. In the same year, the European Atomic Energy Community(Euratom). Thus, the Treaty of Rome united three major Western European organizations - the ECSC, the EEC and Euratom. Since 1993, the European Economic Community has been renamed the European Union. (EU), reflecting in the name change the increased degree of integration of the participating countries.

On the first stage Western European integration developed within the free trade zone. During this period, from 1958 to 1968, the Community included only 6 countries - France, Germany, Italy, Belgium, the Netherlands and Luxembourg. At the initial stage of integration between the participants, customs duties and quantitative restrictions on mutual trade were abolished, but each participating country still retained its own national customs tariff with respect to third countries. In the same period, coordination of domestic economic policy began (primarily in the field of agriculture).

Table 3. Balance of power in the EEC and EFTA, 1960

Table 3 RELATION OF FORCES IN THE EEC AND EFTA, 1960
EEC			EFTA
Country			Country	National income (billion dollars)	National income per capita (US$)
Germany	51,6	967	Great Britain	56,7	1082
France	39,5*	871*	Sweden	10,9	1453
Italy	25,2	510	Switzerland	7,3	1377
Holland	10,2	870	Denmark	4,8	1043
Belgium	9,4	1000	Austria	4,5	669
Luxembourg			Norway	3,2*	889
			Portugal	2,0	225
TOTAL	135,9	803		89,4	1011
* Data are given for 1959. Compiled by: Yudanov Yu.I. Fight for markets in Western Europe. M., 1962

Almost simultaneously with the EEC, since 1960, another Western European integration group began to develop - European Free Trade Association(EFTA). If France played the leading role in the organization of the EEC, then Great Britain became the initiator of EFTA. Initially, the EFTA was more numerous than the EEC - in 1960 it included 7 countries (Austria, Great Britain, Denmark, Norway, Portugal, Switzerland, Sweden), later it included 3 more countries (Iceland, Liechtenstein, Finland). However, the EFTA partners were much more heterogeneous than the EEC members (Table 3). In addition, Great Britain was superior in economic strength to all its EFTA partners combined, while the EEC had three centers of power (Germany, France, Italy), and the most economically powerful country in the EEC did not have absolute superiority. All this predetermined the less successful fate of the second Western European grouping.

Second phase Western European integration, the customs union, turned out to be the longest - from 1968 to 1986. During this period, the member countries of the integration group introduced common external customs tariffs for third countries, setting the level of single customs tariff rates for each commodity item as the arithmetic average of national rates. The severe economic crisis of 1973-1975 somewhat slowed down the integration process, but did not stop it. Since 1979, the European Monetary System began to operate.

The success of the EEC has made it a center of attraction for other Western European countries (Table 4). It is important to note that most of the EFTA countries (first Great Britain and Denmark, then Portugal, in 1995 3 countries at once) "fled" to the EEC from EFTA, thus proving the advantages of the first grouping over the second. In essence, EFTA turned out to be, for most of its participants, a kind of launching pad for joining the EEC/EU.

Third stage Western European integration, 1987–1992, was marked by the creation of a common market. According to the Single European Act of 1986, the formation of a single market in the EEC was planned as "a space without internal borders, in which the free movement of goods, services, capital and civilians is ensured." To do this, it was supposed to eliminate border customs posts and passport control, unify technical standards and taxation systems, and conduct mutual recognition of educational certificates. Since the world economy was booming, all these measures were implemented fairly quickly.

In the 1980s, the bright achievements of the EU became a model for the creation of other regional integration blocs of developed countries, fearful of their economic backwardness. In 1988, the United States and Canada signed a North American Free Trade Agreement(NAFTA), in 1992 Mexico joined this union. In 1989, at the initiative of Australia, the Asia-Pacific Economic Cooperation (APEC) organization was formed, whose members initially included 12 countries - both highly developed and newly industrialized (Australia, Brunei, Canada, Indonesia, Malaysia, Japan, New Zealand, South Korea , Singapore, Thailand, Philippines, USA).

Fourth stage Western European integration, the development of an economic union, began in 1993 and continues to this day. His main achievements were the transition to a single Western European currency, “euro”, completed in 2002, and the introduction in 1999, in accordance with the Schengen Convention, of a single visa regime. In the 1990s, negotiations began on the "expansion to the east" - the admission to the EU of the ex-socialist countries of Eastern Europe and the Baltics. As a result, 10 countries joined the EU in 2004, increasing the number of members of this integration group to 25. APEC membership also expanded during these years: by 1997, there were already 21 countries, including Russia.

In the future, it is possible fifth stage development of the EU, a political union that would provide for the transfer of national governments to supranational institutions of all major political powers. This would mean the completion of the creation of a single state entity - the "United States of Europe". A manifestation of this trend is the growing importance of the supranational governing bodies of the EU (the Council of the EU, the European Commission, the European Parliament, etc.). The main problem is the difficulty of forming a unified political position of the EU countries in relation to their most important geopolitical rival - the United States (this was especially evident during the US invasion of Iraq in 2002): if the countries of continental Europe gradually increase their criticism of America's claims to the role of the "world policeman" , the UK remains a firm ally of the US.

As for EFTA, this organization has not moved further than the organization of duty-free trade; in the early 2000s, only four countries remained in its ranks (Liechtenstein, Switzerland, Iceland and Norway), which also seek to join the EU. When Switzerland (in 1992) and Norway (in 1994) held a referendum on joining the Union, opponents of this move won only a narrow margin. There is no doubt that at the beginning of the 21st century. EFTA will merge completely with the EU.

In addition to the EU and the "dying" EFTA, there are other smaller Western European blocs such as the Benelux (Belgium, the Netherlands, Luxembourg) or the Nordic Council (Scandinavia).

Table 5. Comparative characteristics of the EU, NAFTA and APEC

Table 5 COMPARATIVE CHARACTERISTICS OF THE EU, NAFTA AND APEC
Characteristics	EU (since 1958)	NAFTA (since 1988)	APEC (since 1989)
Number of countries at the beginning of the 2000s	16	3	21
Integration level	economic union	Free trading zone	Formation of a free trade zone
Distribution of forces within the block	Polycentricity under the overall leadership of Germany	Monocentricity (USA is the absolute leader)	Polycentricity under the general leadership of Japan
Degree of heterogeneity of participating countries	The lowest	Medium	The highest
The Development of Supranational Governance Bodies	The system of supranational governments (EU Council, European Commission, European Parliament, etc.)	There are no special bodies of supranational government	Supranational governance bodies already exist, but do not play a big role
Share in world exports in 1997	40%	17%	42% (without NAFTA countries - 26%)

There are significant differences between the largest modern regional economic blocs of developed countries - the EU, NAFTA and APEC (Table 5). First, the EU has a much higher level of integration as a result of its longer history. Secondly, if the EU and APEC are polycentric groupings, then NAFTA clearly shows the asymmetry of economic interdependence. Canada and Mexico are not so much partners in the integration process as competitors in the American goods and labor market. Third, NAFTA and APEC are more heterogeneous than their EU counterparts, as they include newly industrialized Third World countries (APEC even includes even less developed countries such as Vietnam and Papua New Guinea). Fourth, if the EU has already developed a system of supranational governing bodies, then in APEC these bodies are much weaker, and North American integration has not created institutions regulating mutual cooperation at all (the United States does not really want to share management functions with its partners). Thus, Western European integration is stronger than the economic blocs of other developed countries competing with it.

Integration groupings of developing countries.

There are several dozens of regional economic unions in the "third world" (Table 6), but their significance is, as a rule, relatively small.

Table 6. The largest modern regional integration organizations of developing countries

Table 6 LARGEST MODERN REGIONAL INTEGRATION ORGANIZATIONS OF DEVELOPING COUNTRIES
Name and date of foundation	Compound
Integration organizations of Latin America
Latin American Free Trade Area (LAFTA) - since 1960	11 countries - Argentina, Bolivia, Brazil, Venezuela, Colombia, Mexico, Paraguay, Peru, Uruguay, Chile, Ecuador
Caribbean Community (CARICOM) - since 1967	13 countries - Antigua and Barbuda, Bahamas, Barbados, Belize, Dominica, Guyana, Grenada, etc.
Andean Group - since 1969	5 countries - Bolivia, Venezuela, Colombia, Peru, Ecuador
Common Market of the Southern Cone (MERCOSUR) – since 1991	4 countries - Argentina, Brazil, Paraguay, Uruguay
Integration Associations of Asia
Economic Cooperation Organization (ECO) - since 1964	10 countries - Afghanistan, Azerbaijan, Iran, Kazakhstan, Kyrgyzstan, Pakistan, Tajikistan, Turkmenistan, Turkey, Uzbekistan
Association of Southeast Asian Nations (ASEAN) - since 1967	6 countries - Brunei, Indonesia, Malaysia, Singapore, Thailand, Philippines
BIMST Economic Community (BIMST-EC) – since 1998	5 countries - Bangladesh, India, Myanmar, Sri Lanka, Thailand
African integration associations
East African Community (EAC) - since 1967, again since 1993	3 countries - Kenya, Tanzania, Uganda
Economic Community of West African States (ECOWAS) - since 1975	15 countries - Benin, Burkina Faso, Gambia, Ghana, Guinea, Guinea Bissau, etc.
Common Market for Eastern and Southern Africa (COMESA) – since 1982	19 countries - Angola, Burundi, Zaire, Zambia, Zimbabwe, Kenya, Comoros, Lesotho, Madagascar, Malawi, etc.
Arab Maghreb Union (UMA) - since 1989	5 countries - Algeria, Libya, Mauritania, Morocco, Tunisia
Compiled by: Shishkov Yu.V. Integration processes on the threshold of the XXI century. Why the CIS countries are not integrating. M., 2001

The first wave of bloc formation took place in the 1960s and 1970s, when “self-reliance” seemed to underdeveloped countries the most effective tool to counter “imperialist enslavement” by developed countries. Since the main prerequisites for unification were of a subjective-political rather than an objective-economic nature, most of these integration blocs turned out to be stillborn. In the future, trade relations between them either weakened or froze at a rather low level.

Indicative in this sense is the fate of the 1967 East African Community: over the next 10 years, domestic exports fell in Kenya from 31 to 12%, in Tanzania from 5 to 1%, so that by 1977 the community fell apart (it was restored in 1993, but without much effect). The fate of the Association of Southeast Asian Nations (ASEAN), created in 1967, turned out to be the best: although it did not succeed in increasing the share of mutual trade, but this share stably keeps at a fairly high level. It is especially noteworthy that by the 1990s, mutual trade between the countries of Southeast Asia began to be dominated by finished products rather than raw materials, which is typical for groupings of developed countries, but in the "third world" is so far the only example.

A new wave of creation of integration blocs began in the "third world" in the 1990s. The era of "romantic expectations" is over, now economic unions have begun to be created on a more pragmatic basis. An indicator of the increase in “realism” is the trend towards a decrease in the number of countries participating in integration blocs - it is more convenient to manage economic convergence, of course, in small groups, where there is less difference between partners and it is easier to reach agreement between them. The Common Market of the Southern Cone (MERCOSUR), founded in 1991, became the most successful block of the “second generation”.

The main reason for the failure of most integration experiences in the "third world" is that they lack two main prerequisites for successful integration - the proximity of levels of economic development and a high degree of industrialization. Since the developed countries are the main trading partners of the developing countries, the integration of the Third World countries with each other is doomed to stagnation. The best chances are for the newly industrialized countries (it is they who predominate in ASEAN and MERCOSUR), which have approached the level of development to the industrialized ones.

Integration groupings of socialist and transitional countries.

When the socialist camp existed, an attempt was made to unite them into a single bloc, not only politically, but also economically. The Council for Mutual Economic Assistance (CMEA), established in 1949, became the organization regulating the economic activity of the socialist countries. It should be recognized as the first post-war integration bloc that outstripped the emergence of the EEC. Initially, it was created as an organization of the socialist countries of Eastern Europe only, but later it included Mongolia (1962), Cuba (1972) and Vietnam (1978). If we compare the CMEA with other integration blocs in terms of the share of world exports, then in the 1980s it was in second place, far behind the EEC, but ahead of the next EFTA, not to mention the blocs of developing countries (Table 7). However, these outwardly attractive data concealed serious flaws in "socialist" integration.

Table 7. Comparative data on integration groups in the 1980s

Table 7 COMPARATIVE DATA ON INTEGRATION GROUPINGS in the 1980s (data on the CMEA for 1984, all the rest for 1988)
Integration groupings	Share in world exports
European Economic Community (EEC)	40%
Council for Mutual Economic Assistance (CMEA)	8%
European Free Trade Association (EFTA)	7%
Association of Southeast Asian Nations (ASEAN)	4%
Andean pact	1%
Compiled by: Daniels John D., Radeba Lee H. International business: external environment and business operations. M., 1994

In theory, national economies were supposed to act in the CMEA as components of a single world socialist economy. But the market mechanism of integration turned out to be blocked - this was hindered by the foundations of the state-monopoly system of the economy of the socialist countries, which did not allow the development of independent horizontal ties between enterprises even within the same country, hindering the free movement of financial resources, labor, goods and services. A purely administrative mechanism of integration, relying not on profit, but on obedience to orders, was possible, but its development was opposed by the "fraternal" socialist republics, who did not at all want complete subordination to the interests of the USSR. Therefore, already in the 1960s–1970s, the positive potential for the development of the CMEA turned out to be exhausted; later, the trade turnover between the countries of Eastern Europe with the USSR and with each other began to gradually decline, and, on the contrary, grow with the West (Table 8).

Table 8. Dynamics of the structure of foreign trade turnover of the six CMEA countries of Eastern Europe

Table 8 DYNAMICS OF FOREIGN TRADE TURNOVER STRUCTURE OF SIX CMEA EASTERN EUROPEAN COUNTRIES (BULGARIA, HUNGARY, GDR, POLAND, ROMANIA, CZECHOSLOVAKIA), in %
Export objects	1948	1958	1970	1980	1990
the USSR	16	40	38	37	39
Other European CMEA countries	16	27	28	24	13
Western Europe	50	18	22	30	33
Compiled by: Shishkov Yu.V. Integration processes on the threshold of the XXI century. Why the CIS countries are not integrating. M., 2001

The collapse of the CMEA in 1991 showed that the thesis of Soviet propaganda about the integration of national socialist economies into a single integrity did not stand the test of time. In addition to purely political factors, the main reason for the collapse of the CMEA was the same reasons due to which most of the integration groupings of the "Third World" countries do not function: by the time they entered the "path of socialism", most countries had not reached that high stage of industrial maturity, which presupposes formation of internal incentives for integration. The socialist countries of Eastern Europe used their participation in the CMEA to stimulate their economic development, mainly through material assistance from the USSR - in particular, through the supply of cheap (compared to world prices) raw materials. When the government of the USSR tried to introduce into the CMEA payment for goods not at conditional, but at real world prices, in the face of a weakened political dictate, the former Soviet satellites preferred to refuse to participate in the CMEA. They created their own economic union in 1992, Central European Free Trade Agreement(CEFTA), and began negotiations for accession to the EU.

In the 1990s–2000s, hopes for Russia's economic integration with the countries of Eastern Europe were completely buried. Under the new conditions, some opportunities for the development of economic integration remained only in relations between the former republics of the USSR.

The first attempt to create a new viable economic bloc in the post-Soviet economic space was the Union of Independent States (CIS), which united 12 states - all ex-Soviet republics, except for the Baltic countries. In 1993, in Moscow, all CIS countries signed an agreement on the creation of an Economic Union to form a single economic space on a market basis. However, when an attempt was made in 1994 to move to practical action by creating a free trade zone, half of the participating countries (including Russia) considered it premature. Many economists believe that the CIS, even in the early 2000s, performs mainly political rather than economic functions. The failure of this experience was largely influenced by the fact that an attempt was made to create an integration bloc in the midst of a protracted economic downturn that lasted in almost all CIS countries until the end of the 1990s, when the “every man for himself” mood prevailed. The beginning of the economic recovery created more favorable conditions for integration experiments.

The next experience of economic integration was Russian-Belarusian relations. Close relations between Russia and Belarus have not only an economic, but also a political basis: of all the post-Soviet states, Belarus most sympathizes with Russia. In 1996, Russia and Belarus signed the Treaty on the Formation of the Community of Sovereign Republics, and in 1999 - the Treaty on the Establishment of the Union State of Russia and Belarus, with a supranational governing body. Thus, without successively going through all the stages of integration (without even creating a free trade zone), both countries immediately began to create a political union. Such “running ahead” was not very fruitful - according to many experts, the Union State of Russia and Belarus exists in the first years of the 21st century. more on paper than in real life. In principle, its survival is possible, but it is necessary to lay a solid foundation for it - to go through all the “missed” stages of economic integration in sequence.

The third and most serious approach to the integration association is the Eurasian Economic Community (EurAsEC), created on the initiative of the President of Kazakhstan Nursultan Nazarbayev. Signed in 2000 by the presidents of five countries (Belarus, Kazakhstan, Kyrgyzstan, Russia and Tajikistan), the Treaty on the Formation of the Eurasian Economic Community turned out to be (at least at first) more successful than previous integration experiences. As a result of lowering internal customs barriers, it was possible to stimulate mutual trade. By 2006, it is planned to complete the unification of customs tariffs, thereby moving from the stage of a free trade zone to a customs union. However, although the volume of mutual trade between the EurAsEC countries is growing, the share of their mutual trade in export-import operations continues to decline, which is a symptom of an objective weakening of economic ties.

The ex-Soviet states also created economic unions without the participation of Russia - the Central Asian Economic Community (Kazakhstan, Uzbekistan, Kyrgyzstan, Tajikistan), GUUAM (Georgia, Ukraine, Uzbekistan, Azerbaijan, Moldova - since 1997), the Moldovan-Romanian free trade zone, etc. d. In addition, there are economic blocs that unite the former republics of the USSR with “foreign” countries, for example, the Economic Cooperation Organization (Central Asian countries, Azerbaijan, Iran, Pakistan, Turkey), APEC (Russia became a member in 1997).

Thus, in the post-Soviet economic space, there are both attraction factors (primarily interest in sales markets for goods that are not very competitive in the West) and repulsion factors (economic inequality of participants, differences in their political systems, the desire to get rid of the “hegemonism” of large and strong countries, to reorient themselves to a more promising world market). Only the future will tell whether the integration ties inherited from the Soviet era will continue to wither away or whether new pillars for economic cooperation will be found.

Latov Yuri

Literature:

Daniels John D., Radeba Lee H. International business: external environment and business operations, Ch. 10. M., 1994
Semenov K.A. . M., Yurist-Gardarika, 2001
Shishkov Yu.V. Integration processes on the threshold of the XXI century. Why the CIS countries are not integrating. M., 2001
Kharlamova V.N. International economic integration. Tutorial. M., Ankil, 2002
Winged E., Strokova O. Regional trade agreements within the WTO and the agricultural market of the CIS. – World economy and international relations. 2003, No. 3



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 states 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, 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), special attention was paid to the formation of new closed trade and financial blocks with a 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 seemed universal before.

These initiatives should allow changes to have an impact on national codes of corporate governance.

Another forum: The Financial Stability Board is an international organization created by the G20 countries at the May 2016 summit. , also influencing corporate governance in the world.

The OECD is the leading international organization that develops standards in the field of corporate management. The World Bank, the UN, the International Monetary Fund (IMF) and a number of European organizations, as well as the International Securities Organization and the International Financial Reporting Standards Board are also developing their recommendations.

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

In this regard, it is relevant to raise the issue of the compliance of various methods of regulating the business of globally integrating companies with the principle of coordination compliance with the changing global socio-economic and political landscape of their activities. The applied methods of business globalization must constantly change taking into account the factors of this landscape. In addition, this principle assumes the mutual correspondence of the elements of the global landscape as a system (i.e., the existence of a "space of mutual correspondence").

On the basis of 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, which is briefly presented in Table. one .

Table 1 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 impact on globalizing companies, and strategic management, which is undergoing constant changes, must always adequately correspond to these renewing conditions.

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

table 2 The main tasks of the 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 the implementation of its global strategy. Which assumes that the organization, selling or producing its products / services in many countries, adheres to a single approach.

international strategies. In terms of market coverage and scope, 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 competitive position of the organization in each market affects the position 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 the unit costs of R&D. They can locate production where it is cost-effective, building global networks.

The need for a multinational strategy arises when there are large differences in 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 Distinguishing Features of Multinational and Global Strategies

An organization can move from a multinational strategy to a global one by developing a core competency or dynamic capability, its subsequent internationalization and globalization.

Global strategy is an integrated action model 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 super-profits.

The global strategy is the same for all countries, although there are slight differences in strategies in each market due to the need to adapt to its specific conditions, but the main competitive approach (for example, low costs, differentiation or focus) remains the same for all countries where the organization operates; a global strategy works in more competitive industries or in industries where globalization processes are starting.

Table 4 Global Strategy

The strategic potential of an organization is the correspondence and sufficiency of the abilities/routines/competences and other resources of the organization for its globalization, strengthening its competitive position.

When developing a global integration strategy, a company must solve two problems: rationally locate production, taking into account the capabilities of individual countries, and organize the coordination of the activities of all parts of the organization (production, supply, sales, service, marketing, etc.) to achieve the final result - an increase in sales. That is, it must take into account global trends that affect 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. The advantages of other places may also come from the distribution of individual activities.

Depending on the specific types of activities that are concentrated or distributed, the scale of the location of various activities and their coordination with each other, global competition takes not one, but several different forms. In transnational industries, the structure of the industry favors the option of a highly distributed configuration, with each country effectively hosting the entire value chain. In such industries, the benefits are fully realized if the units operating in each country are allowed 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 local focus and knowledge of national rivals and external competitors who have chosen the country's market for themselves.

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

Currently, organizations are developing alternatives that better 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 the generation of many alternatives: the choice of different countries and regions; selection of types of products/services that are most suitable for the selected territories; determining how best to enter these territories and what strategies, external and internal, are most suitable for entering selected markets and many other aspects. All this makes global strategies extremely complex in organizational planning and implementation.

But, as Kenichi Ohmae noted, a company doesn't need to be a leader in every function, from raw material extraction to service, to win. If it can create a decisive advantage in one key feature, it can outperform competitors in other features that are currently not in the best condition. An executive who invests in improving all functions at the same time may achieve the desired operational improvement, but his company will still lose because in a key function it will perform worse than competitors. That is, the organization will be able to create a decisive superiority in one key function (competence or dynamic ability) - the algorithmization of the management of strategic processes of globalization, which will enable it to outperform competitors in other functions as well.

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

The analysis of the morphological characteristics of the management of the global strategy 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 that affect its transformation in modern conditions.

The 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.

Under the factor (German faktor from lat. factor - making, producing) - in this work we mean the driving force of the economic process, which determines its nature or its individual features. In our case, these are management actions, the development and implementation of which entails the global integration of the organization.

The grouping of factors is their combination into groups according to the degree of influence on the level of change in globalization associated with management.

Transformation (from the late Latin transformatio - transformation), in contrast to "reformation" - in this work is understood as planned and purposefully carried out transformations of the organization, involving the achievement of the intended, positive consequences of economic growth / hypergrowth, see: p.p. 2.5. Growth and hypergrowth of the company.

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

Under the 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 subsequent extraction of super profits. This process includes identifying global trends in changing the landscape of the world economy, setting goals, understanding problems and opportunities for their solution, analyzing the strategic potential of the company and the external environment. As well as determining the directions for the development of a global presence (production or service-based), the development and selection of alternatives, the preparation of programs and budgets for activities, the implementation of measures for their implementation on a global scale, taking into account timely response to events arising in the external environment.

The current relevance of the management of the company's global strategy is determined by the influence of the subject of management on the change in the value of its aggregate 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 be globalized.

Table 6 Examples of companies that are 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 abilities

In search of a competitive advantage, in the second decade of the 21st century, organizations are forced to identify in themselves 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 of the innovative activity of a given organization, including the degree of intensity of the implementation 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 in the market of these organizations implies the desire to change or push the limits in time, providing the best conditions for achieving their goals. Forms of active behavior include: the development of network intercompany interactions, alliances, collusion, acquisitions, mergers, 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. Most large companies trying this approach assign half a dozen people to a project. These are usually strong players, but not the best talent of the company. They tend to dedicate half of their time to the initiative, with minimal direct input from top management. Corporate investments fluctuate 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, feel 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 refers to an exceptional, accelerated increase in the size, scale, types and complexity of an organization's activities that is far ahead of 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 lies in the fact that the main limits of growth are exogenous and lie outside the organization, while the main limits of development are endogenous, inherent in the organization itself.

The growth of an organization is an increase in the size, scale, 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 functioning process aimed at continuous qualitative improvement of the system while achieving the set quantitative indicators.

Purposeful hypergrowth is understood as the active behavior of the organization in the fastest possible buildup of competitive assets, "combination abilities" of synthesizing and applying existing and acquired knowledge, "orchestrating" internal and external competencies to create new combinations and docking of assets with their subsequent rotation based on the assessment and development of dynamic abilities.

Table 7 Development, growth and hypergrowth of the organization

Following the organization's hypergrowth strategy as a successful outstripping growth actualizes the issue of speed, i.e. a combination of speed and temporal dynamics of growth, when the organization begins to move along the growth spiral and stays on it. The extremes of the tendency to combine faster and better achievement of goals should be avoided. Active behavior in conditions of hypergrowth should give the organization productive and lasting growth. Every organization has a growth rate that is best for it to add value to the business over the long term. This speed is unique for every hyper-growing organization. Finding the best growth rate for an organization requires diagnosing the symptoms of suboptimal hypergrowth (that is, growth that is too fast or too slow) and modeling the rate and proportions of purposeful hypergrowth of the organization.

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

The consequence of these characteristics of organizations is:

1. growth at an accelerated pace that forces them to create new production facilities using innovative solutions;
2. hypergrowth makes it possible to carry out large investment projects, carry out mergers/acquisitions and finance R&D, which in the short term provides access to foreign markets and the internationalization of the organization;
3. intense 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 domestically and in foreign markets;
5. the development of these companies reaches various formats of international global organizations that organize groups that include industrial, commercial and financial associations.

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

According to the results of IBM's (NYSE: IBM) new large-scale IBM 2010 Global CEO Study, 95% of the best performing organizations identified customer proximity as their most important strategic initiative to implement in the future - using the Web, interactive services and social media channels to redefine how they engage and engage consumers.

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

In contrast, revenue-driven companies sometimes artificially graft social and environmental programs into the traditional revenue-maximizing business model, usually to improve the company's reputation or as a defensive measure against criticism. Most of these actions are ordinary PR, which is justly condemned and often referred to as “green money laundering”. A holistic approach is needed, including 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 itself towards civil society, building this approach into the core of business.

The main goal of the organization in the formation of the company's global integration strategy is not so much profit maximization through the globalization of the market of its products / services, but the achievement of cost-effective complementarity (adaptation) with the 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 formulating the strategy, special emphasis is placed on determining the characteristics of the organization's endogenous resources that allow generating 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 value creation, rather than cost minimization, as well as the focus of efforts not on suppressing a rival in market competition at any cost, but on creating their own competencies that are difficult to replicate by other organizations as a guarantee of business leadership .

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

The determining 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 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 compared periods.

The stability and efficiency of the hypergrowth of the organization 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 a balance of growth/hypergrowth, which makes it sustainable;
4. reaching a compromise in the formation of 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 the competitiveness of products through improving investments and maintaining market share;
7. creation and launch of new products/services on the market 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 the dynamics of sales and their marginality in the context of the globalization of the economy and the tightening of competition;
9. combining elements of process and product innovations within separate structural units with subsequent scaling of their successful results within the entire 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 business accounting (BUM-Business). Unit Management), etc.

The model of purposeful hypergrowth of the company in the context of the formation of a global integration strategy based on the generation, evaluation and development of dynamic abilities is presented in Table 8. The horizons, stages and stages of purposeful hypergrowth of the organization in the context of the formation of a global integration strategy are presented in Table 9.

Table 8 A model of purposeful 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 abilities

Table 9 Horizons, stages and stages of purposeful hypergrowth of an organization in the context of the formation of a global integration strategy based on dynamic abilities

Click on the image with the mouse to enlarge it

Today, successful organizations are rapidly launching new products, entering and exiting markets, and sometimes out of business. In such conditions, the essence of the strategy of global integration lies not in the structure of products and markets of the organization, but in the dynamics and timing of its formation. The goal is to generate and modify operational routines and hard-to-replicate core competencies based on the generation, evaluation and development of dynamic capabilities that distinguish the organization from competitors in the market. This makes the use of dynamic capabilities the main tool for shaping the organization's global integration strategy as part of its development in the national, international and global markets.

The space of activity of the management of a globally integrating company

The space of activity of the management of globally integrating companies is a structured functional space in which specific connections and relations 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 area of ​​management of a globally integrated organization is a non-intersecting 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 managerial activity, which have the unique property of "glocal" separation. This division of labor in globally integrating companies results in a hierarchy of management levels characterized by formal/informal subordination of individuals at each level. A unique hierarchy permeates the entire organization. The division of labor generates elements of the global set and relations of different levels between them.

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

Throughout the 2000s, IBM conducted biennial research of the world's leading companies 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 of modern management of the world's leading companies:

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 their ongoing struggle for skilled workers.
5. Attracting highly qualified employees.
6. Individual approach to clients. Business leaders seek to get more information about customers. Responding to customer expectations requires change
7. Business leaders are making fundamental changes to existing business processes to respond more quickly and effectively to the needs of markets and individual customers: Better understanding of the needs of individual customers, 72% of respondents noted. Reduced response time to market needs was also noted by 72% of respondents.
8. Expanding innovation through partnerships, said 70% of respondents.

The expansion of partnerships contributes to 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 challenges. Instead of simply creating new products or implementing 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 forms unified requirements for management characteristics for 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. The applied methods of business globalization must constantly change taking into account the factors of this landscape. In addition, this principle assumes the mutual correspondence of the elements of the landscape of the world economy as a system (that is, the existence of a “space of mutual correspondence”).

On the basis of conceptual and empirical analysis, the author singled out: the first - modern factors of the economic and political landscape of the world economy that affect the management of globally integrating companies.

Table 10 Factors affecting 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 is constantly updating the range of impact on globally integrating companies, and management, which in turn is undergoing transformation, must adequately correspond to these changing conditions (see Table 26).

An analysis of the influence of factors of the economic and political landscape of the world economy on the development of the 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 the formation of a long-term impulse for the organization's hypergrowth based on its globalization strategy. 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 in the course of an empirical analysis of data on the growth of turnovers of the world's largest organizations, their profits and shareholder value over 20 years:

Thus, the global integration of the company begins with the formation of a strong globally oriented management (management of complex, dynamic systems) using a cognitive approach and creativity. It enables the organization to generate and develop the necessary capabilities and competencies. Links between functional managers should allow the organization to accumulate specialized knowledge and skills and apply them where it is required by its international/global activities. The management of a globally integrating company acts as the repository of the organization's knowledge base and as the main facilitator of their integration and movement within it. For example, the desire to establish strong links between the research and technical functions of affiliated organizations has prevented ITT from coordinating the development and distribution of digital long-distance station systems. Thus, simultaneously ensuring productivity, responsiveness and learning opportunities requires the development of a multidimensional organization in which the effectiveness of managers of various groups is preserved, while at the same time each of them 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 abilities.

Management must globalize its activities, especially in those areas of business where it has unique advantages and the greatest chance of success in competition, both in the national and international markets. For example, the Nakal company showed that the union of an innovatively active plant and a developer of a 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 automotive industry. Based on his breakthrough development, the organization created a new generation of industrial furnaces for nitriding steels and alloys, the catalytic gas nitriding furnace (CGA). And as a result, it became a technological leader: its equipment has fundamentally new capabilities compared to what other global manufacturers have been offering to the market so far. 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 modest starting positions, maintaining long-term high rates (namely, constant growth in percentage terms is a mathematical property of the exhibitors) sooner or later leads to the fact that the business volumes of such a company become huge. A classic example is the Nokia Corporation, whose management, led by President and CEO Jorma Jaakko Ollila, has bet on the company's global integration through hypergrowth. In 1995, Nokia went through a major marketing crisis. And since 1996, phenomenal growth has begun. By 1999, sales had tripled, and profits had almost quintupled. The share price increased 25 times. Investors have relied 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 itself.

The main tasks of the management of a globally integrating company

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

Based on the opinion presented above and the results of the characteristics of the space of activity of the management 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 the formation of a company's global integration strategy

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

The Fortune list included 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 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 refinery in Asia - the Chinese Sinopec, which occupied the third line a year earlier. Its revenue is more than $446 billion.

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

In total, the top 10 includes two American companies (Wal-Mart and ExxonMobil), three Chinese companies (Sinopec, China National Petroleum and State Grid), German Volkswagen, Japanese Toyota, and three British companies - 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 the retail trade, see: Table. 13 .

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

Second. A transitive economy creates fundamentally different conditions (factors) for doing business on a global scale, which are decisive in the formation of an organization's global integration strategy, see: Table. fourteen .

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

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

From the above modern conditions for the formation of a company's global integration strategy, let's move on to a presentation of the concept of the named strategy.

Company global integration strategy concept

The main goal of the organization in the formation of a global integration strategy is to maximize profits through the globalization of the market for its products / services based on the 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 now give grounds to present the conceptual provisions of 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 global integration of the company

When forming a strategy for the global integration of an organization, the author highlights the following list of the main dynamic abilities 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 Capabilities implemented at the stages of the organization's strategic management process

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. At the same time, it is necessary to take into account both technological (product / process) and organizational innovations. Organizational innovations are understood as innovative solutions in the field of organizational structure and the flow of various processes within the company.

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

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

Based on the foregoing, the organization should be perceived not as a set of business units that make it up, 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 for the formation of an organization's global integration strategy 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 shown in Figure 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 a changing environment, an organization must have the ability to recognize new business opportunities and competitive “challenges”. And then extracting economic benefits from them through the adoption of adaptive management decisions and organizational changes (transformation of competencies) based on organizational development, by which the author understands the practice of designing new opportunities for the resource base, key competencies and other endogenous factors based on the generation, evaluation and development of dynamic company's abilities.

Theoretical approaches to organizational development based on dynamic abilities

Despite the relevance and significant volume of publications on the topic of organizational development, they consider 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", "management of change", "innovation management", etc. are used as synonyms.

The first programs of organizational development (organizational development) appeared in the 60s of the twentieth century, which primarily focused on supporting gradual organizational changes (K. Levin, W. Bennis). Subsequently, with the development of the problem of strategic change, a large number of models appear. In 1974, P. Votslavik proposed two types of changes: the first (first-order) and the second order (second-order). His approach distinguished between qualitative changes in 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 disturbed 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 disturbed by a short period of rapid development. It is characterized by relatively long periods of gradual changes, adaptations, interrupted by cardinal transformations.

The rapid emergence of new concepts has led to a variety of concepts, in theory and practice, these concepts are very often used in different ways. There is no "clear structure" in their array. Different concepts have different scales, 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 change, which is by far 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 hard-to-replicate routinized processes of "orchestrating" the organization's existing internal and external competencies to create new combinations and docking of assets.

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

The essence of organizational development based on dynamic abilities lies in the timeliness of the transition to a new stage of development - the stage of hypergrowth (Expansion & Hypergrowth Stage), by implementing the ability to globalize the organization, before the initial stage (Introductory Stage) ends (Fig. 11).

Fig.3. A model of organizational development based on dynamic abilities 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 she needs, but does not have. This strategy is formed on new organizational models, permanent improvement of the structure, achievement of complementarity with the external environment, changes in services, product upgrades, networking, etc.

The development and hypergrowth of the organization allows to keep it in the given range of efficiency in the billing period, while the strategy of the initial stage (Introductory Stage) should be directed to the future, the foundations of which should be laid already within the framework of the organization's presence in the national market. The transition space 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 abilities, the development of improvements and innovations that allow the organization to prevent a crisis and adapt to changes external and internal environment.

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Rice. 4. Indicators of the effectiveness of the rates and proportions of the purposeful hypergrowth of the organization

Methodological approaches are a guideline for the implementation of daily management activities and the development of an organizational strategy, and also make it possible to predict and evaluate dysfunctions, violations in the organizational environment and in the system for making and implementing managerial decisions.

The essence of the approaches is to conduct organizational development based on the (dynamic) ability to: 1) identify new opportunities for development, 2) introjection of 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 the organization's hypergrowth.

The concept of "organizational development", according to the ideas established in the literature and in practice, means changing all the constituent parts of the organization in order to meet the requirements of a dynamically developing environment, the tasks of expanding its internal capabilities to solve problems. Implementing organizational development change 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 promising opportunities in the process of its implementation by the organization. This involves bringing the internal elements of the organizational system and the potential of the organization into line with the variability of the environment, through organizational configuration of the dynamic capabilities and competencies and components of the organizational system. Intangible, soft organizational components are relevant. The solution is to strike a balance between development and stability, avoiding the dysfunctionality caused by continuous development and ensuring that stability does not degenerate into stagnation.

The task 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 make it possible to nullify the variety of external and internal influences and a single line of behavior, maintain or increase the efficiency of the organization's activities during the formation global strategy of the company's global integration.

Table 18 Organizational capacity for change in the formation of a company's global integration strategy

Presented in table. organizational capacity for change suggests that development is not a periodic, but a continuous process in which organizations permanently adjust themselves to an unpredictable and rapidly changing environment in order to achieve their goals. Within the framework of such a model, change is presented 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 work with purposeful hypergrowth of the organization is carried out through innovation. Flexibility and innovation are used to indicate the direction required to achieve sustainable competitive advantage.

The orientation of the planned organization is determined by the presence of a high-performing team, high autonomy, the priority of norms and values ​​over rules, adaptability, team mobility, system-level planning, 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 forms a new corporate culture, to a certain extent, which is a set of rules that operate in a given organization.

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

Organizational learning assumes that an organization, like people, has a memory and can learn. The priority is to optimize the mentality factors of the organization for creativity, innovation, creation of corporate knowledge and the implementation of dynamic abilities.

The organizational development program includes:

1. formation of a development project implementation group;
2. initial diagnostics - gathering information, assessing the dynamic capabilities and feasibility of the organizational development initiative;
3. designing 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 (aimed at individual employees, 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 successive steps of the organization's active behavior in the market, based on the model of key development stages 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 managerial processes based on the generation, evaluation and development of the dynamic capabilities of the organization.

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 a corporate global strategy, areas of organizational decisions, criteria for evaluating the effectiveness of a 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 the company and at the same time depends to a large extent 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 continuous 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 the corresponding models of transnationalization / globalization of the company, see Table. 19 .

Table 19 The evolution of theoretical and methodological concepts and the corresponding models of transnationalization and global integration of the company

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

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

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Fig.6. Recurring phases of each horizon in the formation of a global strategy for the organization's hypergrowth

The mutual complementation of dynamic abilities and key competencies based on organizational development links the individual experience of managers and their industry landscape models with the success of the organization's development in 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 conceptually constructing the concept of horizons for the formation of an organization's global integration strategy, the author was guided by the definition of F. Nietzsche as interpreted by M. Heidegger.

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

Nietzsche often equates horizon and perspective, and therefore never gives a clear enough account of their difference and relationship. This obscurity is rooted not only in the style of Nietzsche's thinking, but also in the very essence of the matter, since horizon and perspective are necessarily subordinate to each other and, as it were, overlap each other, so that often one can replace the other.

Determination of the elements of the dynamic capabilities of the company and their content, when forming a strategy for global integration

In the latest interpretation of D. Tees, the dynamic abilities 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 abilities, see: Table. 44 . Which in a certain functional area is decomposed into a number of narrower daily routines / competencies / abilities.

A key step in developing an organization's global integration strategy related to dynamic capabilities is identifying the foundations on which to build, maintain, and enhance distinctive and hard-to-replicate advantages. In table. 46 shows the minimum required set of elements of the dynamic abilities (organizational skills) of the organization in the refraction: 1) criteria (they must provide "so-and-so"), 2) processes (they must implement "so-and-so" ), 3) parameters (they should capture "so-and-so"), 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 the organization

Table 22 The minimum required set of dynamic abilities for globalization (organizational skills) in the formation of a company's global integration strategy

6. Benefits of purposeful hypergrowth in a company's global integration strategy

In the formation of a global integration strategy, special emphasis is placed on determining the benefits of purposeful hypergrowth of the organization, which allow generating sustainable competitive superiority. .

Table 23 The Benefits of Purposeful 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 dis. ... Dr. Economics. Sciences. M., 2012.; Environmental innovation and globalmarketship // ENVIRONMENT DIRECTORATE ENVIRONMENT POLICY COMMITTEE Cat: ENV / EPOC / VSP (2007) 2/FINAL. URL: (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: Proc. - M .: TK Velby, Ed. Avenue. - 2007. S. 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 of the corporation: Manifesto of the revolution in business / M.: Izd. "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 such concepts is included in the list from the results of monitoring by the consulting company Bain & Co management tools (management tools) are used by companies around the world. data on the 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; Tees 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; Tees 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: Lazonic 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: Lazonic 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", in modern literature, is not unambiguously defined. In most publications, "organizational change management" (change management) acts as a "concept - container", which means everything related to the word "change" in any of its meanings: Koch A. Systematisches Controlling von Change Management Communication // Change Communication , Marburg: Tectum Verlag, 2004. - S.95.

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

The power of regional economic integration lies not only in expanding the growth opportunities for the countries of the region by lowering trade barriers and making goods cheaper for consumers. There are important external dividends that are received by successful and dynamically developing integration blocs, thanks to which the pull of the expanding economic bloc improves the conditions for trade and investment with the outside world.

In economic integration, success breeds success, including in terms of creating a sufficiently large economic mass, whose force of attraction (the “gravitational model” in international trade) becomes more and more powerful compared to neighboring economies.

An illustrative example in this respect is the evolution of EU integration, which followed the example of building a critical mass of large economies in Europe (France and Germany as key heavyweights), which served to attract trade flows from neighboring economies. As a result, the gravitational pull of trade flows caused the so-called "domino effect", which led to the fact that more and more European countries began to join the ever-expanding and massive European Union. Since then, times have changed, and in a situation where the next cycle of "integration growth" can be carried out by the global South, whose nation-states and integration blocs are still largely fragmented, especially in Eurasia.

The current system of a highly integrated developed world and a largely fragmented global South may persist for quite some time if developing countries do not intensify their efforts to unite existing integration blocs within common integration platforms. The first step in this process could be to create a critical mass first in Eurasia by bringing India, China and Russia together in an expanded Shanghai Cooperation Organization (SCO+), which will create a framework for bringing other regional blocs of the global South in Eurasia (such as ASEAN) into the broadest platform for developing countries on the continent. It will also form the basis for engaging the EU in more active economic cooperation with the emerging economies of Eurasia, while an enlarged SCO+ can also contribute to the creation of a global platform for South-South integration, either based on BRICS+ or TRIA (see Ya. Lissovolik, "Imago Mundi: coordinated action of the continents in the direction of "South - South"").

An appropriate sequencing of a global framework for South-South engagement that is becoming significant enough to enable full-scale cooperation with the developed world could progress through the following steps:

The Russia-India-China Triangle: Closer Coordination Between the Three Countries in Promoting the SCO as a Key Integration Platform for the Emerging Economies of Eurasia

Greater Eurasia: Creation of an expanded SCO+ structure that will already be large enough to establish closer ties with the EU in building a pan-continental alliance and promoting integration ties

Integration of the Global South: Creation of a BRICS+/BEAMS and/or TRIA structure that engages other regional blocs from the developing world in the formation of ever-broader coalitions and mega-blocs of the Global South

Global North-South Platform: An expanded integration platform of the global South is likely to exert a stronger “gravitational pull” towards the developed world, including with regard to coordinating the creation of North-South integration structures

It follows that there is a certain sequence of actions that can be followed in building a more balanced global economic architecture. The most important part of this sequence is related to addressing the fragmentation and gaps in the regional layers of global governance (especially in the global South), which in recent decades has become increasingly important for the development and maintenance of macroeconomic stability. The formation of a more coordinated framework in relations between developed and developing integration economic platforms is unlikely to provide a breakthrough without more active steps on the part of the global South in strengthening South-South integration. For the developing world, two key integration tools in achieving greater engagement with developed economies are related to the SCO+ framework (to build cooperation with the EU in Eurasia) and the BRICS+ framework (to enhance cooperation between the developed world at the global level).

Ultimately, sustainable globalization or economic integration is unlikely to be achieved solely at the level of global economic organizations and without progress in creating coordinated structures within major regional integration mechanisms. Instead of making minor changes to the system of global institutions, a comprehensive renewal of the regional factor of global governance and its greater alignment with other levels of global governance may be the key to a successful restructuring of the world economic architecture.

The phenomena of integration can be traced in global And regional levels.

At the global level, integration manifests itself:

• 1. in the creation of international legal relations between regional integration associations;
• 2. in the creation, functioning and development of transnational markets for goods and services (within the WTO system and outside this system).

As method international legal regulation of integration processes is not only coordinating, inherent in MP, but also subordinate method (elements of supranational regulation in the EU).

However, the integration at the regional level acquires the most comprehensive and manageable character: in Europe, North and South America, Asia, the Pacific region, the Middle and Middle East, and Africa.

56. An integration association is an economic space with a special (preferential) legal regime. From the point of view of the MEP, in connection with the integration processes, the problem arises of the relationship between this "intra-integration" regime and the PNP. Similar questions arose in connection with the creation of the EEC, EFTA, and LAST.

Assuming that, by virtue of the PNB third States may demand "intra-integration" benefits, which will mean the impossibility of integration, a ban on integration.

This problem was considered in the International Law Commission of the United Nations in the preparation of the "draft articles on most favored nation clauses", which could become an international convention.

It should be noted that Art. Text XXIV of the GATT provides for "customs unions", "free trade zones" as an exception to the scope of the PNB. However, in practice, none of the customs union or free trade area agreements fully met the requirements of the GATT, and yet all of these associations were recognized as having the right to exemption from the obligations arising from the PNB.

With this in mind, it can be argued that the benefits provided by states to each other within the framework of integration associations do not fall within the scope of the NSL either on the basis of an international treaty (GATT, bilateral trade agreements providing for such exceptions), or on the basis of established international legal custom.

In connection with the establishment of international legal ties between integration associations, new features are also being introduced into the practice of applying the NSP: there is a kind of “transfer” of the application of this principle from the interstate level to the level of “integration association to integration association”.

For example, in 1983, an Agreement on Economic Cooperation was concluded between the EEC and the Andean Pact, which provides (Article 4) for the mutual provision of MFN.

A similar provision was contained in the agreement between the EEC and the ASEAN member countries, as well as in the draft framework agreement between the EEC and the CMEA.

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economic integration mankind Durkheim

Global integration in concepts, terms, categories

Angelina E.A.

One of the urgent problems of modern world development is the problem of the integration existence of mankind. Global integration is a condition for its survival, especially within the framework of the developing technogenesis, clearly expressed in the information and computer revolution. In this regard, the purpose of our study is to more fully identify the initial basic concepts, terms and categories that reflect and determine the very essence of the global integration process.

The purpose of this work is to give, if possible, the most significant domestic and foreign primary sources, in which the volume, content, types and functionality of the integration phenomenon are most fully represented.

Despite the fact that the modern world is almost the entire XX century. was divided into two world systems - capitalist and socialist, however, none of the world systems denied the evidence of integration processes. Working on primary sources, we got acquainted with a number of names, both domestic and foreign philosophers, sociologists, economists, political scientists, culturologists, etc. In particular, the largest researchers of this issue were: I. Savelyeva, Y. Shchepansky, V. Abrosimov, O. Maltseva, E. Semyonov, A. Kovalev, JI. Sedov. In the 50s. 20th century in the USSR, the works of T. Parsons and N. Smelser were studied. In the 60s. the works of T. Parsons, A. Egtzioni, P. Lazarsfeld, M. Rosenberg were studied. In the 70s 90s. the works of L. Werner, J. Gruzek, X. Lytton, M. Feldstrain, F. Heffernan, K. Barbadt, D. Hale and others were actively studied. Domestic and foreign academic scientific institutions conducted serious research, held international conferences on this issue, reflecting the main vision of the phenomenon of integration in encyclopedic publications. In accordance with our task of the most complete presentation of the volume and content of the phenomenon of integration, we present them in the original, taken, as it should be, in “quotation marks”, without throwing out a single significant word.

The Brief Philosophical Encyclopedia indicates that “integration (from Latin integer is a complete, whole, undisturbed) process, or action, resulting in integrity; unification, connection, restoration of unity; in Spencer's philosophy means the transformation of a dispersed, imperceptible state into a concentrated, visible one, associated with a slowdown in internal movement, while disintegration means the transformation of a concentrated state into a dispersed state associated with an acceleration of movement. Spencer, this encyclopedia says, repeatedly uses the word "integration" as equivalent to aggregation. The development of the solar system, planet, organism, nation consists, according to Spencer, in the alternation of integration and disintegration. In the psychology of E. Jensch, integration means the spread of individual spiritual features to the totality of spiritual life. In the teachings of P Smend about the state, integration is understood as the constant self-renewal of the state through the mutual penetration of all types of activities directed at it.

We draw attention to the fact that the Concise Philosophical Encyclopedia presents the concept of integration against the background of another disintegration. And the complete "Philosophical Encyclopedia" considers these concepts side by side. Here we read: “Integration and disintegration are social (from the Latin integer whole and the French des... a prefix meaning negation, annihilation) concepts that in bourgeois sociology denote the processes of combining social phenomena into a single whole and the disintegration of the whole into elements. Integration harmonization and unification of various social groups (class integration), assimilation of various cultural elements in a single homogeneous culture (cultural integration), reconciliation and coincidence of different moral norms (moral integration), etc. Disintegration is the process of decomposition and disintegration of society into warring groups and groupings, groups into individuals pursuing personal rather than social goals, etc. The state of integration and disintegration and the mutual transitions of these states are, according to bourgeois sociology, the main points in the process of social development.

The “Dictionary of Foreign Words” says that “integral (lat.) is inextricably linked, integral, single; integral calculus is a part of higher mathematics (infinitesimal calculus) that studies the properties and methods of calculating integrals and their applications; integral equations equations that connect an unknown function with known ones using integrals; integral cooperation is a cooperative system of a mixed type that combines all types of cooperation activities: consumer, trade, agricultural, hunting, etc.” .

In the "Soviet Encyclopedic Dictionary" it is written: "the integration of languages, the process, the reverse of the differentiation of languages. With the integration of languages, language communities that previously used different languages ​​(dialects) begin to use one language.

The same dictionary also notes: “Integration (lat. integration restoration, replenishment, from integer whole), 1) a concept meaning the state of connectedness of individual differentiated parts and functions of a system, an organism into a whole, as well as a process leading to such a state; 2) the process of rapprochement and connection of sciences, taking place along with the processes of their differentiation.

Further, in a number of dictionaries, areas of integration are noted. Thus, “Soviet Encyclopedic Dictionary”, “Concise Political Science Dictionary” and others write about economic integration. “Modern Western Sociology. Dictionary" publishes articles about "Social Integration", as well as concepts reflecting this social phenomenon.

“Economic integration”, we read in the “Soviet Encyclopedic Dictionary”, is a form of internationalization of economic life that arose after World War II, an objective process of intertwining national economies and pursuing a coordinated interstate economic policy. Capitalist integration creation of interstate monopoly associations (EEC, EACT, etc.) of closed economic blocs as new forms of struggle for economic division and redivision of the world. It is characterized by sharp contradictions between and within regional economic groupings. Socialist integration is a systematically regulated process of deepening the international socialist division of labor, developing industrial, scientific and technical cooperation, mutually beneficial trade, economic, monetary and financial ties between the socialist countries. It is aimed at the formation of a modern highly efficient structure of national economies, the gradual convergence and alignment of the levels of their economic development.

The Soviet researcher I. Savelyeva in the "Philosophical Encyclopedia" writes the following on the basis of a number of foreign sources: "economic integration (from the Latin integratio - replenishment) is the convergence and interweaving of the national economies of a number of states, which occurs, as a rule, on the basis of their regional proximity, due to their mutual interests and aimed at creating a single economic organism. It manifests itself in the creation of various interstate economic associations, regional and subregional groupings based on the principles of common markets, free trade zones, customs and currency unions, and is ensured by the implementation of a coordinated interstate economic policy. In the last two decades, integration associations have become an integral element of relations within the world economy. By the nature and depth of integration processes, the following main types of integration associations can be distinguished: 1) a free trade zone, when the participating countries limit themselves to the abolition of customs barriers in mutual trade; 2) a customs union, when the free movement of goods and services within the group complements the single customs tariff in relation to third countries; 3) a common market, when barriers between countries are eliminated not only in mutual trade, but also for the movement of labor and capital; 4) an economic union, which also implies the implementation by the participating states of a single economic policy, the creation of a system of interstate regulation of the socio-economic process. In practice, the boundaries between different types of integration are rather arbitrary. Economic integration has reached its greatest maturity in the group of developed countries with market economies. First of all, we should mention Europe, where in 1957 the European Economic Community (EEC) was created. Within the framework of the European Union that emerged on the basis of the EEC, integration is carried out in a wide range of areas, both economic and political. This is facilitated by the activities of pan-European financial and economic institutions, the directions of the European Bank for Reconstruction and Development. The Maastricht agreements of 1991, involving the deepening of the coordination of macroeconomic policy and the introduction of a common European currency, marked a new frontier for European economic integration. The processes of economic integration are less intense in the Asia-Pacific region. Such influential organizations as the Intergovernmental Conference on Asia-Pacific Cooperation (APEC), the Pacific Economic Cooperation Council (PRESS), the Economic Council of the Pacific Basin (PEEC), the Asia-Pacific Economic Council (APEC) and others have already been created here. The process of forming the North American Free Trade Area (NAFTA), which includes the United States, Canada and Mexico, has begun. It should be noted that the same states may participate in different associations. At the moment, there are several dozen economic integration associations in the world, many of which are still rather amorphous formations. This applies to regional groupings of developing countries. The region, integration in the "third world" differs significantly from similar processes in developed countries. Here there is no such fundamental factor as the constantly deepening formation of intercountry economic ties both at the level of firms and enterprises, and national economic organisms. The main goal of such integration is to overcome the low level of development of productive forces and collective protectionism. While the integration of developed countries, which has become a sign of the era, is based not on protective mechanisms, but on the high competitiveness of the economies of the leading countries, the space closed from external influence only contributes to the alienation of the Third World countries from economic development. In this situation, the most developed members of regional unions receive advantages. Thus, the different degree of interest of the participating countries is a characteristic feature of integration in the "third world". Economic associations of this kind are the Andean group. Latin American Integration Association. South Asian Association for Regional Cooperation, Central African Customs and Economic Union, West African Economic Community, etc. Third world countries are generally more inclined to orient their economic ties to developed countries than to their own kind. At the same time, in the “third world” itself, a layer of relatively prosperous countries stands out, successfully integrating into the economic system of world leaders. Stable functioning economic associations are formed on the basis of such interactions. These include the Association of Southeast Asian Nations (ASEAN), the Asian Development Bank (ADB), etc. There are also groupings that gravitate towards certain regional "centers of gravity" - the South China Economic Zone, the "Golden Triangle of Growth". Economic zone of the countries of the Sea of ​​Japan basin. Indochina economic zone, etc. The economic integration of the countries of the socialist camp on a political and ideological basis, an example of which was the Council for Mutual Economic Assistance (CMEA), existed as long as its basis, the USSR, was preserved. Economic integration is a form of regionalization and, at the same time, internationalization of the world economy. In particular, the author of the article relies on a number of domestic and foreign studies as primary sources.

In another academic publication, we read: “Social integration (from Lat integratio replenishment) is a set of processes on the basis of which heterogeneous interacting elements merge into a social community, whole, system, as well as forms of maintenance by social groups of a certain stability and balance of societies, relations; the ability of a social system or its parts to resist destructive factors, to self-preservation in the face of internal and external stresses, difficulties, and contradictions. The same concept denotes a special problem area of ​​sociology, which studies how the various elements of society are held together, that is, how they are integrated. Any definitions of social integration are not universal, since they are usually a repetition of the formulations of the necessary conditions for the existence and functioning of a sociocultural system in general.

Thus, all the complexities and contradictions of the sociological analysis of “big systems” are transferred to the studies of social integration, which requires taking into account the many different elements that function in society. Social integration as a problem of the general theory of sociocultural systems, which studies the conditions and indicators of cohesion, the minimum necessary for the existence and activity of any social group, has taken an important place in Western sociology since the 50s. 20th century The meaning of social integration is clarified each time in the context of other sociological concepts that serve similar tasks: social connection, order, solidarity, and so on. If the general concept of social connection covers all existing social relations, including conflicts of people with social roles and norms of societies, order, then social integration reflects a moment of agreement, a dynamic state of coordination, a certain harmony of relations and processes in a social group of any scale. In this case, social integration can also act as a measure of the coincidence of goals, interests, beliefs within different social groups, that is, as social cohesion. Forced social integration is also possible by subordinating personal interests to the interests of the group or to goals set from outside. At the same time, social integration is not identical to unification; it does not extinguish social diversity, which is a factor in the viability of the social system.

Another domestic researcher of the phenomenon of integration A. Kovalev also points out that “social integration (from Latin integratio replenishment) is a concept that characterizes: a set of processes due to which heterogeneous interacting elements are linked into a social community, whole, system; forms of maintenance by social groups of a certain stability and balance of social relations; the ability of a social system or its parts to resist destructive factors, to self-preservation in the face of internal and external stresses, difficulties, contradictions. Social integration as a problem of the general theory of sociocultural systems, which studies the conditions and indicators of cohesion, the minimum necessary for the existence and activity of any social group, has taken an important place in Western sociology since the 1950s. 20th century (especially after the work of T. Parsons). The meaning of social integration is clarified each time in the context of other sociological concepts that serve similar tasks: social connection, order, system, solidarity, etc. If the general concept of social connection covers all existing social relations, including conflicts of people with roles and norms of social order (anomie, alienation, etc.), then social integration reflects the moment of agreement, a dynamic state of coordination, a certain harmony of relations and processes in a social group any scale. Social integration is considered as a process closely related to other processes such as socialization, acculturation, assimilation, etc., and as a result of these processes. Any social integration (as well as its opposite - disintegration) is relative and incomplete, but its degree is thought to be a necessary condition for the functioning of the social system. However, attempts to determine the main signs of achieving the required level of social integration usually lead to the repetition of the formulation of the necessary conditions for the existence and functioning of the sociocultural system in general. The ego, of course, transfers all the complexities and contradictions of the sociological analysis of "large systems" into the studies of social integration. Any definition of social integration is not universal, taking into account very few of the elements that function in society. Typologies of social integration depend on the ways of dismembering the socio-cultural system and on the analysis of the relationship between its elements. Following the division of the social system into cultural and social subsystems adopted by American sociology, there are, for example, four classes of social integration: (1) cultural - expressing consistency between cultural standards, norms and patterns of behavior, internal coherence of individual subsystems of symbols; (2) normative - speaking about the coordination between cultural standards (norms) and people's behavior, i.e. such a state in which the basic norms of the cultural subsystem are “institutionalized” in the elements that make up the social subsystem, in particular in the actions of individuals; (3) communicative - based on the exchange of cultural meanings, information and showing the extent to which they cover the entire society or group; (4) functional - based on the interdependence arising from the social division of labor and the exchange of services between people. Each type of social integration has its subspecies. Systemic approaches to social integration are associated with a long sociological tradition. Thus, Durkheim's "mechanical" and "organic" solidarity are, in fact, two polar types of social integration. The description of organic solidarity, connecting culturally heterogeneous and interdependent individuals and the same groups, has almost completely passed into the modern interpretation of functional integration. According to the typology given above, mechanical solidarity (assuming an adequate display of cultural patterns of "collective consciousness" by individual members of society, just as the molecules of a solid body retain its basic properties) is a combination of cultural and normative social integration. Systemic approaches synthesize both leading lines in the history of sociology of understanding the nature of social connection in general to social integration in particular: socio-psychological, emphasizing the importance of a sense of solidarity, connection with others, identification with the “We group”, as opposed to the “They group”, etc. , and the objectivist one, which highlights the material and functional aspects of human communication, the totality of societies and relations that spontaneously develop in the process of collective labor activity, independent of the internal mental states of the connected individuals. A generally accepted and integral concept of social integration in Western sociology has not yet been created.

In the "Russian Sociological Encyclopedia" L.A. Sedov writes: “integrations of the social concept (from Latin integratio replenishment, restoration; integer - whole) are various theoretical constructions in sociology that use the concept of integration related to systems theory, which means the state of connectedness of individual differentiated parts into a whole and the process leading to such condition. This concept came to the social sciences from mathematics, physics and biology. The concept of "social integration" implies the presence of an orderly, conflict-free relationship between social actors (individuals, organizations, states, etc.). A somewhat different meaning is the concept of "social system integration", which means an orderly and conflict-free relationship between parts of the social system, that is, between institutions and normative standards. Views on the degree and mechanism of integration of social systems have undergone a complex evolution. The utilitarian philosophers (T. Hobbes, J. Locke, etc.) were characterized by the idea of ​​society as an aggregate of autonomous units acting on the basis of arbitrary selfish interests. E. Durkheim, M. Weber, V. Pareto established the integration of a social system on the basis of common values ​​and norms for all its members. Representatives of functionalist anthropology (Malinovsky, Radcliffe-Brown, Kluckhohn) brought the idea of ​​social integration to the notion of the complete integration of society. Parsons introduced the concepts of normative and value social integration into his four-functional paradigm of considering social systems, showing that the function of social integration is provided by the activity of specialized subsystems. According to Parsons, the problems of social integration increase as action systems become differentiated and more complex. Accordingly, to ensure stability and further development of the system, it is necessary to develop mechanisms for social integration. In modern society, integration problems are solved with the help of mechanisms such as a universalist legal system, voluntary associations, the expansion of the rights and privileges of community members, and an increase in the level of generalization of symbolic intermediaries. Theorists of non-functionalist trends (Wendix, Gouldner) often criticize functionalists for exaggerating the possible degree of integration of a social system, arguing that an empirically high level of integration is unattainable and practically harmful, since it deprives the social system of mobility and flexibility. The problems of social integration occupy a large place in the works of organization theorists. In particular, A. Etzioni shows that organizations such as prisons, army units, etc., are not social systems, as they are integrated on the basis of coercion. In fact, normative ties in them are formed between prisoners, ordinary military personnel, etc., who form their own "social subsystems". L. Sedov also defines the basic concepts of integration using Western literary sources.

The Concise Political Science Dictionary also says: “Socialist economic integration is a form of internationalization of the economic life of the socialist countries, expressed in their steadily expanding economic cooperation, convergence and interweaving of national economies, which serve as an important condition for the development of each of them. Socialist economic integration makes it possible to unite and systematically coordinate the efforts of the socialist countries in order to solve the most important socio-economic tasks, it is called upon to combine on an international scale the advantages of the socialist economic system with the achievements of scientific and technological progress in the interests of intensifying the economy of each CMEA member country and the community as a whole. It makes it possible to speed up the processes of specialization, co-operation and concentration of production, and in an efficient way meet the requirements of the socialist countries for raw materials, fuel, machinery and equipment.

The main goals, tasks, principles and mechanism for the implementation of socialist economic integration are defined in the Comprehensive Program for the Further Deepening and Improvement of Cooperation and Development of Socialist Economic Integration of the CMEA Member Countries, adopted by them in 1971 and designed for phased implementation over 15-20 years.

The main directions of socialist economic integration are: cooperation in the field of planned activities of the participating countries, specialization and cooperation in production and the creation of international economic organizations (Intermetall, Interenergo, etc.), cooperation in solving fuel and energy problems (joint development of energy and raw materials, the construction of transcontinental gas pipelines, nuclear power plants, the formation of a unified energy system "Mir"), cooperation in the field of science and technology, coordination of foreign exchange and foreign trade activities, etc.

The economic conference of the CMEA member countries at the highest level (1984) marked a qualitatively new stage in the deepening of socialist economic integration. It determined long-term directions for the development of socialist economic integration, made a major step in coordinating economic policy, expanding direct cooperative ties between enterprises, and creating joint associations and international organizations. The core of all work was the consistent implementation of the Comprehensive Program of Scientific and Technological Progress of the CMEA member countries up to the year 2000, the transition from predominantly trade ties to deeper specialization and cooperative production. The 27th Congress of the CPSU and the congresses of other fraternal parties confirmed the course towards the further deepening of socialist economic integration as the material basis for uniting the socialist countries. The task has been set to ensure a fuller use of the possibilities of socialist economic integration in intensifying the socio-economic development of the countries of the socialist community in order to improve the well-being of the peoples and strengthen their security.

At a working meeting of the leaders of the fraternal parties of the CMEA member countries (1986), a course was outlined for a radical renewal of the mechanism of cooperation and the transfer of socialist economic integration to a new technological model of development. In accordance with these agreements, measures were outlined in the bodies of the Council for a phased restructuring of the integration mechanism, including ways to introduce the convertibility of the transferable ruble into freely convertible currencies, the gradual formation of conditions for the free movement of goods, services and other factors of production between the CMEA countries and for the creation in the future of a united market".

In conclusion, we can say that, firstly, in the future, most of the theoretical developments of domestic and foreign authors were confirmed; secondly, with the collapse of the USSR, with the rapid development of information and computer technologies and a number of other factors, world integration has become a global phenomenon, honing old concepts and categories, and generating new ones; third, ultimately, global integration has become a natural condition for the existence of modern humanity.

FROMlist of sources used

1. Brief philosophical encyclopedia. M.: Publishing group "Progress" "Encyclopedia", 1994. 576 p.

2. Philosophical encyclopedia. In 5 vols. T.1 M.: Publishing House of the Soviet Encyclopedia, 1960. 504 p.

3. Dictionary of foreign words. M.; Drofa, 2008. 817 p.

4. Soviet encyclopedic dictionary. - M.: Soviet Encyclopedia, 1982. 160 p.

5. Modern Western sociological dictionary / Comp. Yu.N. Davydov, M.S. Kovaleva, A.F. Filippov. M.: Politizdat, 1990. - 432 p.

6. Russian sociological encyclopedia / Ed. ed. Academician of the Russian Academy of Sciences G.V. Osipov. M.: NORMA; INFRA-M, 1998. 481 p.

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