575 Antonio Juan Briones Peñalver The economics of security and defence. Transfer of knowledge and innovation related to the defence industry company carries out its activities in open systems that depend on their environment for survival and to meet objectives. The armed forces use interorganisational relations due to the benefits that these deliver, and due to the need to engage with firms in the industry, just as the destinations of economic resources within defence budget demonstrate. Accordingly, these may be formed to carry out any activity along the value chain of the organisation of the armed forces, such as their supply operations in times of war. The military companies sector is of great interest for international security, both in terms of geographical extension as well as diversification of products/services and turnover22. In this case, the use of interorganisational relations is warranted on the grounds of economic logistics for military supply chains. On the other hand, the recompenses associated with the procurement of foreign material have evolved into a system of industrial cooperation and economic business relations. This transformation has its origin in experience; and close cooperation with the Ministry of Defence in a network with suppliers23, as well as the setting up of strategic “joint ventures”24. This text shall draw up a handful of proposals and recommendations for establishing interorganisational relations and strategic alliances that are the result of the research study chosen as a reference point. These are set out below: • Inter-company cooperation is a valid strategic option with respect to other growth possibilities and is invaluable to 21st century organisations. • Cooperation determinants are confidence, commitment, flexibility, communication, coordination and control in the light of potential conflict situations. • A network is an organisational structure that responds to a new style of management, as well as to new ways of organising relations between companies. • ICTs have become the main tools for the implementation of processes for inter-company cooperation and for the development of interorganisational networks. • Interorganisational relations take place with a view to cutting costs, boosting 22 POZO, P. “La privatización de la formación militar y policial en programas internacionales de Reforma del sector de la seguridad”. In Fernández, J.J; Jordán, J., and Sansó-Rubert, D.: Seguridad y Defensa Hoy. Plaza y Valdés Editores, Mexico, 2008, pp. 178. 23 BUENO, E., 2009, op.cit. 24 NAVARRO, E.G. Externalización y financiación privada en el sector defensa (EPR), Executive Report, Información de Defensa y Seguridad (IDS), Madrid, 2003.
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