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DOI: 10.15862/18ECOR226 (https://doi.org/10.15862/18ECOR226)

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Radionova I.V. Strategic alliances as an organizational and management mechanism for import substitution under sanctions. Russian journal of resources, conservation and recycling. 2026; 13(2). Available at: https://resources.today/PDF/18ECOR226.pdf (in Russian). DOI: 10.15862/18ECOR226

Strategic alliances as an organizational and management mechanism for import substitution under sanctions

Radionova Irina Vladimirovna
Russian Presidential Academy of National Economy and Public Administration, Saint Petersburg, Russia
North-West Institute of Management
ORCID: https://orcid.org/0009-0007-1211-2199

Abstract. This article examines strategic alliances as an organizational and management mechanism for import substitution under unprecedented sanctions pressure on the Russian economy. The relevance of this work stems from the transformation of international economic ties, the disruption of established production chains, and limited access of domestic enterprises to foreign equipment, technologies, and financial resources, which is transforming import substitution from a local technological challenge into a comprehensive strategic management area. The author analyzes the regulatory and methodological foundations of state regulation of import substitution, including the methodological recommendations of the Ministry of Economic Development of the Russian Federation for the preparation of corporate import substitution plans, and examines the dynamics of foreign trade indicators under the impact of successively tougher sanctions packages. The author classifies restrictions applied to the Russian Federation into two main types: those related to the reduction of supplies of certain categories of goods by unfriendly countries and the restriction of exports of domestic raw materials, materials, and industrial products. Particular attention is paid to revealing the essence of a strategic alliance as a form of interfirm cooperation that allows independent organizations to pool resources, competencies, and production capacities while maintaining the legal and capital independence of each participant. The key criteria for selecting partners and constructing an alliance management system are considered, including an assessment of emergence as a manifestation of the dialectical transition of quantitative changes in the interrelations of system elements into new qualitative properties of the association, as well as the application of the concept of economic homeostasis, which ensures the stability of the alliance’s functioning when interacting with a volatile external environment. The feasibility of using benchmarking and a scenario approach when developing an import substitution strategy within an alliance is substantiated. The role of symbiosis between centralized management of the alliance’s overall results and the preservation of the managerial autonomy of the member enterprises is analyzed. It is concluded that stable partnerships built on the principles of mutual benefit, fair distribution of authority, and a balanced combination of centralized and decentralized management expand the adaptive capacity of enterprises, reduce their vulnerability to adverse environmental changes, and contribute to the growth of the market value of alliance participants.

Keywords: strategic alliances; import substitution; sanctions restrictions; emergence; economic homeostasis; transaction costs; benchmarking

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