The topic of managing cooperation activities is currently highly up to date. In present, cooperation as such represents for a company an important tool for increasing its competitiveness. Companies aim to fully utilize their cooperation potential. In order to be successful, it is needed to effectively manage these activities and to dynamically react to the ongoing market development.
The process of implementation of cooperation management is influenced by a number of factors including theoretical concepts as well as practical applications. Probably the most significant challenge lies in the fact that there is no universal model available for implementation of cooperation management in a company.
After conducting interviews with several companies as a part of the performed empirical research, we have identified a distinct need among the managers for a model that would support their efforts to build and implement cooperation management within their organizations. Such a model would represent benefit not only to the managers of the company but also to their partners.
The article aims to offer, in an understandable form, a coherent perspective on the management of cooperation activities in a company as well as a methodology of managing its cooperation projects. Both of these would be based on a comprehensive mapping of theoretical and practical findings in the area of cooperation management as well as the performed research about its utilization in Slovak enterprises.
