An Overview of Russia's Largest Corporations Abroad

SUMMARY

Russian outward foreign direct investments have grown rapidly during the past few years. The natural-resource based companies have been the main drivers of the international growth of the Russian economy. Whereas the leading companies in oil, gas, and metal industries already rank among the top global players, the manufacturing and telecommunication industries are increasingly catching up and seeking for growth outside the Russian borders. The current article seeks to provide an overview of the international activities of the leading Russian companies in several industrial sectors with additional policy conclusions regarding the internationalisation patterns of Russian enterprises.     

Russian Gas and Oil Giants Conquer Markets in the West

Abstract

Russian firms are not integrated to the global business world solely via investments from the West to the East but also through investments from Russia to other countries. This article proves that some significant Russian corporations have already taken root in Western economies, including the US market. The first wave of the Russian companies in the West increases the pressure to analyze them as potential partners or competitors. This article uses a REM model to describe the foreign operations of the two biggest Russian corporations, Gazprom and LUKoil. The fast-expanding activities of Russian firms abroad signify that a new era in international business has begun on the eve of this millennium.     

The Role of Russia in the Lithuanian Oil Business

SUMMARY

This research aims at elaborating performance of an oil refinery owned by a Russian corporation in Lithuania. The article strives to trace how important Russian capital is for the Lithuanian oil business. The study examines the development of the oil refinery: (1) from its initial state-ownership to (2) privatization conducted by an American private company and, finally (3) to its acquisition with the Russian capital. This case study illustrates the importance of foreign direct investment, namely Russian FDI.     

Russian Companies in the Forthcoming EU Member States

SUMMARY

If serious problems of business ethics plague and continue to plague the way business is conducted within Russia, the internationalization of Russian companies puts forward the problem of what business culture they bring along and what impact it may have on the recipient country. This article focuses on the case of Lukoil investments and operations in Bulgaria. It describes the main factors forming the contemporary Russian business culture and highlights the negative features that could be feared from the point of view of the country receiving Russian investments. Later the paper tries to analyze the operations of Lukoil in Bulgaria and investigate if there is reason to suspect a negative business culture spillover.     

The Largest and Dominant Shareholders in the Russian Industry

Abstract

The paper analyses evolution of ownership structures and patterns of control at Russian privatized firms. The data are provided by three surveys, conducted by The Russian Economic Barometer in 1995, 1997 and 1999. According to results obtained, ownership profile of the Russian industry continues to be skewed in favor of insiders. However, in most cases the first largest shareholders are outside investors. Companies with medium concentration of shareholdings are more successful than companies with dispersed or highly concentrated ownership structure and firms under control of managers or financial outsiders outperform firms controlled by employees, non-financial outsiders or the state.     

An Empirical Examination of Institutional Investor Preferences for Corporate Social Performance

This study investigates the pattern of institutional shareholding in the U.K. and its relationship with socially responsible behavior by companies within a sample of over 500 UK companies. We estimate a set of ownership models that distinguish between long- and short-term investors and their largest components and which incorporate both aggregated and disaggregated measures of corporate social performance (CSP). The results suggest that long-term institutional investment is positively related to CSP providing further support for earlier studies by Johnson and Greening (1999, Academy of Management Journal 42, 564–576) and Graves and Waddock (1994, Academy of Management Journal 37, 1034–1046). Disaggregation of CSP into its constituent components suggests that the pattern of institutional investment is also related to the form which CSP takes. Investigation of the impact of investment screens on the selection of stocks suggests that long-term institutional investors select primarily through exclusion, rejecting those firms which have the worst CSP.     

To be Involved or Not to be Involved? HRM Competences for Internationalization Process in Russian Companies

Abstract

This paper aims to identify the list of human resource management (HRM) competencies that are crucial for a company during the internationalization process. We focus on the Russian context and investigate the level of human resource (HR) managers’ involvement in the implementation of firm’s internationalization strategy, HRM competencies that facilitate internationalization process of Russian companies, and HR manager’s proficiency level, suitable for these competencies. Based on interviews of 125 HR managers from 110 companies, the study proves that communication competence, HR acumen, and relationship management are the most essential competencies that HR managers should possess. This research demonstrates that, in the field of internationalization there is a shift from more universal models to context-related models in terms of competence importance.     

International Hotel Companies in Russia

Abstract

Existing studies addressing the modal choice in the global hotel industry have discussed to a limited extent the restrictions posed to the choice of entry mode by the local environment, mainly the host government. This paper describes entries of foreign hotels in a market, Russia, in which the local (city) government has an active role in the hotel industry. The study proposes that, in the Russian market, the foreign hoteliers have to take into account the interests of the local governments regardless of the operation mode. On the basis of secondary data collected mainly from industry reports and Russian newspapers, the strategic choices made by the foreign hotel companies can be divided into two categories. First, some hotel chains have brought their brands to the Russian market early, but have made strategic concessions in the mode of entry. Second, there are companies that have stuck to their general strategies and postponed entry to Russia until it could be done with the mode preferred by the company.     

From exploiting to investing: A survey of us firms doing business in russia

US companies have been accused by the Russian media of flooding the Russian markets with their exports, repatriating their revenues or using them to buy Russian resources cheaply, and, as a result, increasing Russia's unemployment and decreasing its standard of living. Russia, argue many Russian experts interviewed in the past several years, is being badly exploited and its culture cheapened with Western candy, which in 1994 took $5 billion from consumers in Russia. On the other hand, US companies, which have been entering the Russian market in increasing numbers, argue that exporting products and services to Russia enhances the satisfaction of Russian consumers and contributes to the country's economy. They further say that as they become more familiar and comfortable with the Russian market, they change their strategies and increase their investment in Russia. Are US companies exploiting Russia or investing in its economic expansion? In this study the author investigated the entry strategies to Russia of 87 large US companies starting in 1989. These were randomly selected corporations, including a cross-section of consumer goods, industrial goods, computers, oil and gas, fast food, and consulting companies. What emerged was a captivating, historical drama, which changes rapidly from making money through exporting to Russia, to commitment through investment in plants and employment. For example, while the most popular entry doors to Russia have been exportlimport and joint ventures, most strategy changes since 1989 have been to wholly-owned subsidiaries, which usually require substantial investment. Yesterday's Snickers Bars exporter, Mars Candy, created a wholly-owned subsidiary, Masterfoods, and spent $70 million to build a chocolate and pet food factory that employs many Russians. In addition, a greater number of US companies entered the Russian market after the 1992 Yeltsin economic shock therapy and had a much needed stabilizing effect on the Russian economy. So, what may have been perceived as a one-sided relationship has been evolving to growth and mutual commitment. And as the Russian economy continues to grow, these companies will grow and prosper, too. Executives who are interested in the Russian market are advised that this market is real, growing, and worth considering. To enter and grow in this market, however, executives are cautioned that business deals in Russia must be structured in unfamiliar ways, and that they must employ local workers and respect Russia's culture and history. © 1997 John Wiley & Sons, Inc.     

The Impact of Changes in the Political and Economic Environment on Foreign Direct Investment Opportunities in Romania

Abstract

This study reports findings of a survey including 139 Finnish and 97 Austrian companies active in Eastern Europe. The study focuses on two major areas in the firm's business activities in Eastern Europe, namely on market strategies-the timing of market entry, market selection, entry modes and motives-and company performance. The number of market entries has increased after the transition, but the majority of business activities still take place in geographically-close countries. Companies have gradually started to use more high-commitment modes of operation, but contrary to our expectations, high commitment modes were also frequently used in more unstable markets. Company performance in Russia and especially in other countries of Eastern Europe was in general clearly lower than in domestic markets and foreign markets in general. Against expectations, firm size, dependence on international markets, length of operation, and mode of operation in Eastern Europe did not significantly influence the performance. However, firms which concentrated on Russian markets on a continuous basis performed much better than other firms.     

Three Estonian Companies' Management of the Russian Boycott During the Summer of 2007

ABSTRACT

This article analyzes three Estonian companies' management of the Russian boycott during the summer of 2007. The explorative nature of the study made a case study methodology a suitable research approach. The respondents' statements about the boycott revealed a “business as usual” attitude. This attitude isaccounted for as a sign of preparation for crises that facilitated the respondent companies' management of the boycott. Also, the sanctions appeared to strengthen the relations between the respondent companies and their Russian partners. The boycott was, therefore, not perceived as a major threat to the respondent companies' businesses in Russia.     

Russian MNEs Under Sanctions: Challenges for Upgrading in GVCs (Cases of Energy and IT Industries)

Abstract

The article examines upgrading strategies of Russian multinational enterprises (MNEs) under sanctions. We focus on MNEs from energy and information technology industries. Four types of global value chain (GVC) upgrading strategies (process, product, functional, and chain upgrading) are discussed. The paper is based on the case study research. The research questions address the influence of sanctions on Russian MNEs’ upgrading strategies in GVCs and the role of import substitution policies for companies’ upgrading. Research findings show that at microlevel, sanctions do not prevent implementation of upgrading strategies. Import substitution policies provide additional support for MNEs upgrading in GVCs.     

Direct foreign investment in japan as a means of market entry: The case of European firms 1

Japan, one of the world's largest and strongest economies, attracts a tiny level of inward direct investment. This neglect is particularly true of European multinationals. This article examines a sample of European companies which have Japanese manufacturing affiliates, to assess direct investment as a means of access to the Japanese market. It examines the objectives and strategies of entry and evaluates the outcome in terms of successful penetration of the Japanese market. The joint venture route is a preferred means of initial entry and the research allows evaluation of the advantages and disadvantages of this mode of entry to the Japanese market.     

Entering China Today

Summary

The peripherally growing and remarkably dynamic Chinese economy is now encouraging the use of more diverse and creative entry modes for international investors. This article illustrates various entry modes of foreign direct investment available at present to foreign companies entering China. These entry modes include equity joint ventures, wholly foreign owned subsidiaries, contractual joint ventures, umbrella companies, acquisitions, representative offices, branches, build-operate-transfers, licensing and franchising. The merits and limitations of each entry mode are discussed. Some practical advice on entry strategies for international executives active in the Chinese market is also highlighted.     

Leveraging Associations: The Promotion of Cultural Sponsorships

SUMMARY

Sponsorship of the arts is growing as a marketing communication method, and companies are using this tool to achieve various business objectives. These include branding, corporate hospitality, and building community relations. The activities that the companies engage in to promote the sponsorships are guided by the objectives they wish to achieve. Additional leveraging is supported by advertising and public relations for branding. For corporate hospitality, promotional support is vested in personal selling with public relations initiatives. For community relations, promoting the sponsorship is focused primarily on public relations activities with an emphasis on personal selling.     

Yukos' Stake in Slovak Transpetrol

SUMMARY

In 2002, Yukos was the ideal investor for Slovak Transpetrol, as Yukos was one of the Russia's largest oil producers, and hence had enough oil to fill Transpetrol's pipelines. Just as important, Yukos was the standard-bearer for Russia's more transparent, well-managed oil sector. Unlike some Russian energy companies, Yukos' conduct never raised suspicions that it was acting as an agent for the Russian State in its former empire. Nevertheless, the situation at the beginning of 2005 is different from 2002. Yukos' forthcoming bankruptcy negates all those advantages because of which Yukos was welcomed as the strategic investor and leaves the Slovak Government with a lot of additional problems. For any decision that the Slovak Government would like to undertake, the agreement of the Russian side is necessary. No swift resolution is likely. Important decisions about the future of the respective oil industry may be made in Moscow rather than in Bratislava.     

The Role of Language in the Communication Process Between Business and Government: Evidence from Russian Firms

Abstract

The paper investigates how language facilitates communication process between government and business. We use Russian context to show barriers and challenges of using language in official communication between governmental authorities and Russian companies. In our work, we demonstrate how language may produce employee’s misunderstanding and discuss typical sources of ineffective usage of language. The results indicate that problematic issues of both linguistic and non-linguistic nature can lead to serious implications for successful communication between government and business in Russia. We found that documentations’ complexity, which is perceived as such due to a complicated subject area they belong to (legal, tax, etc.) and language insufficiency applied are most likely to raise multiple problems related to government’s communication with business.     

Foreign Direct Investment Motives and Marketing Strategies in Central and Eastern Europe

Summary

Foreign direct investment (FDI) inflows are of crucial importance for the process of reintegration of Central and Eastern Europe (CEE) in the global marketplace. This paper explores the motives of foreign investors, host governments, and host companies in the FDI process taking place in CEE. The degree to which the motives of the three parties have been achieved is evaluated. The motives of foreign investors, host governments, and host companies are related to the strategic priorities of the FDI companies. The way in which these priorities have been realized is discussed. Recommendations for foreign investors' behavior in the CEE context are presented at the end of the article. The research data come from four countries: Bulgaria, Hungary, Poland, and Slovenia.     

审计质量、产权性质对上市公司投资效率的影响研究

审计质量作为第三方会计师事务所为公司提供的服务,可以独立于公司之外对上市公司投资活动进行监督。根据产权理论,产权性质不同的经济组织从事的经济活动不同,审计质量对不同产权性质的上市公司投资效率的影响也不相同。本文以2014—2018年沪深两市上市公司作为样本,实证检验了审计质量、产权性质与公司投资效率间的关系。研究发现,审计质量与上市公司投资过度显著负相关,与投资不足负相关但作用并不明显;在国有上市公司中审计质量对投资过度行为的抑制作用更明显,在非国有上市公司中审计质量可以在一定程度上防止投资不足行为的发生但作用并不显著。研究结论有利于启示各不同产权性质公司的利益相关方,客观认识审计师的作用功能及其局限性,有针对性、有效率地利用好审计服务,改善公司投资效率。     

The Measurement and Importance of Service Quality in the Retailing of Recreational Services

ABSTRACT

In this article it is argued that the dealings between small companies and their banks consist of a number of relationship elements. Because today most banks employ some kind of relationship banking, there is a need to further conceptualise the relevant dimensions in implementing such an approach. In a study ten small companies in the Stockholm area were interviewed. The results indicate that the account manager in the bank proved to be the crucial person in the customer-bank relationship and that banks should organise their activities and promotion in a supportive way. There is a large potential for improvements in banks regarding their relationships with small companies.