Business scaling through outsourcing and networking: selected case studies

Khayrolla Mussapirov (), Jeksen Jalkibaeyev (), Gulnara Kurenkeyeva (), Aizhan Kadirbergenova (), Mariana Petrova () and Lyailya Zhakypbek ()
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Khayrolla Mussapirov: Almaty Management University, Kazakhstan
Jeksen Jalkibaeyev: Almaty Management University, Kazakhstan
Gulnara Kurenkeyeva: Almaty Management University, Kazakhstan
Aizhan Kadirbergenova: Almaty Management University, Kazakhstan
Mariana Petrova: St. Cyril and St. Methodius University of Veliko Turnovo, Bulgaria
Lyailya Zhakypbek: Almaty Management University, Kazakhstan

Entrepreneurship and Sustainability Issues, 2019, vol. 7, issue 2, 1480-1495

Abstract: A business scaling on the basis of outsourcing and creation of an entrepreneurial network is discussed in this article.The network allows to expand the resource capabilities of its member enterprises. This aspect seems significant in the case of the inadequacy of researches that consider the period of the emergence of network structures. The proposed nanocorporation model assumes a network of independent, specialized supplier companies with a small coordinating integrator. In nanocorporations, the core company outsources most of its functions and develops its main competency, specializing in planning, corporate management, and marketing. An expanding affiliate business network provides fast business growth, minimization of costs, high mobility. The article examines the process of creating an entrepreneurial network using the example of three Kazakhstani small and medium-sized businesses. On the basis of the analysis, the stages of the decision-making sequence are proposed while creating a network. Case study method is used as the main one in the work.

Keywords: network; outsourcing; nanocorporation; entrepreneurship; small and medium business (SME) (search for similar items in EconPapers)
JEL-codes: L25 L26 M13 (search for similar items in EconPapers)
Date: 2019
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Citations: View citations in EconPapers (6)

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Persistent link: https://EconPapers.repec.org/RePEc:ssi:jouesi:v:7:y:2019:i:2:p:1480-1495

DOI: 10.9770/jesi.2019.7.2(48)

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