Asymmetry of Synergism Effects in Foreign Economic Activity

Abstract

The article examines the logic of the emergence and violation under the influence of fluctuating oscillations of the symmetry of synergism effects in foreign economic activity (FEA). A structural-logical model of decision-making regarding the implementation of FEA has been developed on the basis of monitoring the mutual transitions «symmetry — asymmetry» in the international market, in the structure of the foreign economic contract, the potentials of partners, taking into account the prospects of optimal distribution of risks and benefits and, accordingly, obtaining the maximum effect of synergy. It is proposed to interpret the effects of synergism in the FEA as a leap-like increase in the efficiency of the enterprise, achieved due to the integration into its economic system of a certain set of foreign economic operations, which represents a new space-time combination in the application of the existing factors of production, aimed at achieving new strategic goals and tactical tasks. The asymmetry of synergism in FEA can be a consequence of the asymmetry of the international business environment, which is manifested in the lack of structural balance of the global economic system and the disproportionate development of its subsystems. Often, the asymmetry is the result of a significant gap between the general trends of the liberalization of foreign trade in the world and the protectionist measures of individual states. Foreign economic operations are usually carried out under conditions of simultaneous influence on the enterprise of multidirectional forces — «pressure on globalization» and «pressure on localization», which becomes a prerequisite for the emergence of asymmetry in the sectoral/territorial aspect. In general, informational, price, and currency asymmetry, as well as asymmetry in the distribution of costs and risks (including in the processes of direct foreign investment) are most often manifested in FEA. The foreign economic potential of the enterprise may not correspond to the potential of the chosen market for expansion or may not coincide (according to the criterion of mutual reinforcement) with the potential of the chosen foreign partner. At the micro level, the symmetry of relations with foreign partners can be disturbed by unjustified involvement of intermediary structures, abuse of commodity exchange operations, as well as an unsuccessful distribution of obligations for the delivery of goods from the exporter to the importer. In order to prevent the negative consequences of asymmetry of synergy, the company’s management needs to form a mechanism for evaluating «strategic matches», which create the potential for competitive advantage due to the complementarity and mutual reinforcement of market segments, production links, partner interests and management mechanisms.