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STRATEGIC The economy we live in today, with the technological development and the opening of markets means that companies have to adapt to a dynamic environment. The competence and leadership of competitive advantages, make every day, the structure and strategies of enterprises to adapt to them. Consistent with this, there are new directions and referrals for management and organizational practices: human resource management, motivation, culture and leadership among others. 53
It is well known that the structure of an organization, strategy precedes it, therefore, when an organization decides to enter new corporate and business plans and goals, also suffers from internal changes to enable it to benefit from this decision . Today, competition and the entry of new competitors into the market means that companies are constantly looking for opportunities that allow them to not only stay in the market but highly compete with their products or services: growth, diversification, integration, renovation and competitive advantages are some of these practices. Within a diversification strategy and corporate integration are the strategic alliances are formal connections between two or more companies that aim, to join forces to achieve a common goal to which both benefit. We refer to the purchase or diversification as casting other companies, in this case related. And growth, which refers to increased business with the vertical and horizontal integration of other companies. Strategic alliances are formal connections between two or more organizations that are intended to carry out the formation of partnerships to help strengthen the competitiveness of enterprises. They are also understood as forms of cooperation between some of the entities that directly influence their behavior, suppliers, distributors, customers, new participants, among others. Partnerships: Partnerships between companies licensing, supply agreements, venture capital initiatives, joint procurement and many other forms of cooperation, aimed at eliminating or reducing a significant degree the confrontation between competitors, suppliers, customers, new participants, and potential producer’s assortment. 54
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