Proceedings of the 12th European Conference on Knowledge ...

Simone Manfredi, Domenico Celenza and Rosa Lombardi
Stakeholders’ ways <strong>of</strong> getting information can be described as business budget and/or significant
information on companies, monthly published in respect <strong>of</strong> transparency, openness and neutrality
regulations (Lizza 1993).
Stakeholders can be classified as follows - depending on <strong>the</strong> target you want to reach:
arbitrator stakeholders. They try and get earnings by speculating on daily evaluating differences
given to companies;
liquidity stakeholders. They collect shares in order to get dividends or to arbitrage in <strong>the</strong> short
term;
institutional stakeholders. They keep share value in time, since <strong>the</strong>y aim to create business
value;
active stakeholders. They intend to manage a company.
Business management takes into account <strong>the</strong> relations with <strong>the</strong> stakeholders. Companies try and
highlight <strong>the</strong> role played by each and every stakeholders by stimulating - through an integrated
communication system – <strong>the</strong>ir participation in a company’s activity, from both a financial and
management point <strong>of</strong> view.
4. Relational synergies
Companies which create synergic relationships have wider access to information sharing, since <strong>the</strong>y
are based on relations that are <strong>of</strong>ten like network or business network (Cafaggi 2004).
The reasons why businesses ga<strong>the</strong>r are economic-financial, but <strong>the</strong>y are also linked to <strong>the</strong> structural
characteristics <strong>of</strong> <strong>the</strong> economic system. The first reason identifies <strong>the</strong> synergies that derive from <strong>the</strong>
birth <strong>of</strong> a group <strong>of</strong> companies. Business nets represent an organizational model that relates to two
phenomena:
<strong>the</strong> tendency <strong>of</strong> lots <strong>of</strong> small companies to ga<strong>the</strong>r without a leader – at least at this stage;
<strong>the</strong> function <strong>of</strong> <strong>the</strong> net – which aims to <strong>the</strong> mutual interest <strong>of</strong> all <strong>the</strong> participants – is to produce
and share technological knowledge to be used in productive processes and to be accumulated
only by generating a critic mass through <strong>the</strong> creation <strong>of</strong> equal forces (D’Alessio 2008; Rullani
1989; Pilotti, Pozzana 1990).
Nets foster <strong>the</strong> creation <strong>of</strong> a collective capital which supports trust, cooperation between members
and behaviour rules that must be shared. Nets let <strong>the</strong> people who are part <strong>of</strong> <strong>the</strong>m share knowledge.
Each and every relation that companies create is set in a referring network: depending on relations
between net nods, organizations develop <strong>the</strong>ir effectiveness (Lorenzoni 1992) in terms <strong>of</strong> collective
strategy.
Collaboration with o<strong>the</strong>r companies shows how much businesses are open minded and eager to
conquer <strong>the</strong> market. Now knowledge sharing intervenes.
Synergies in companies alliances (D’Amico 1996) can be interpreted as lever effect (Giaccari 2003):
<strong>the</strong> share lever effect represents <strong>the</strong> possibility to keep risk capital stable and enhance share
control;
<strong>the</strong> financial lever effect allows to multiply credit capacity by considering <strong>the</strong> companies that form
a group single entities;
<strong>the</strong> technical-productive lever effect lays in <strong>the</strong> productive organization <strong>of</strong> <strong>the</strong> productive system;
<strong>the</strong> technological lever effect is based on <strong>the</strong> possibility to improve <strong>the</strong> sharing <strong>of</strong> specific
technologies;
<strong>the</strong> managerial lever effect is represented by a whole <strong>of</strong> technologies, which can be activated in
<strong>the</strong> human resources management;
<strong>the</strong> lever effect <strong>of</strong> <strong>the</strong> distribution chain is represented by <strong>the</strong> use <strong>of</strong> mutual distribution chains in
order to put different products on <strong>the</strong> market.
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