Changes of control and business reengineering in Russian privatized companies

The success of societal transformation in Russia depends on the ingenuity of Russian managers to link the legacy of the communist regime and the national patterns of industrial organization with the prerequisites of a modern economy. This article reports on a study of management in organizational transformation for 20 privatized industrial companies in Russia and describes the changes in their control structures and strategies. Organizational and economic factors determining the establishing of specific control arrangements and their impact on business reengineering are analyzed by synthesis of surveys and case studies. Implications for western partners and suggestions for further research are drawn.     

Business innovation in Russian industry

This article reports the results of a quasi‐longitudinal survey of 2,800 top corporate executives of Russian industrial enterprises, presenting a snapshot of current innovation attempts in Russian enterprises and indicating economic and institutional factors that foster or hinder innovation. Russian CEOs see the necessity of profound changes in many areas of enterprise management and are not afraid of such changes, as innovations are perceived to be the best competitive weapon. However, their resources for radical innovation are rather limited. Beside lack of finance, the superimposed narrower strategic focus, the rigidities of local business networks, the weakness of external infrastructure for innovation and the absence of state support seriously impede attempts to implement radical changes. However, in every Russian industry surveyed there is a visible presence of innovative companies, which constitute 15–30% of all large and medium‐size companies. Moreover, increasing imports and the growing number of foreign subsidiaries in Russia will continue to push Russian companies towards more intensive changes in all areas of enterprise management.     

Innovations and Legacies in Russian Human Resource Management Practices: Surveys of 700 Chief Executive Officers

In 1998 we administered a survey to 740 Russian chief executive officers (CEOs), which enabled us to raise the question of the current human resource management (HRM) practices in Russian industrial companies. In October-December 2000 we administered another survey among 735 Russian CEOs. This time we observed a major drive towards some modern instruments of HRM policies. However, an additional survey, devoted to the source of innovations in HRM, revealed that most HRM innovations are implemented on a trial and error basis, without reference to international practices.     

Mutation of HRM practices in Russia: an application of CRANET methodology

This article describes the challenges facing established practices and patterns of human resource management (HRM) during the economic recession. It is based on the results of the CRANET survey, administered in Russia in the third quarter of 2008, on the 2008 CRANET data available for Bulgaria and on survey of companies' executives, implemented in the first half of 2010. We found that Russian HRM practices that are based on low formalization of performance assessment, great versatility of payment arrangements, and high flexibility of working and contractual arrangements enabled companies to adapt to the recession conditions without massive layoffs.     

Human resource management in Russian manufacturing subsidiaries of multinational corporations

This article reports the results of a survey of top executives at Russian manufacturing subsidiaries of multinational corporations (MNCs). We examine the prevailing types of job contracts and the use of monetary and non-monetary benefits, and compare such arrangements with those in locally-owned industrial companies. We also reveal differences in human resource management (HRM) policies based on the source of authority over HRM issues (global headquarters, regional headquarters, local groups of companies, etc.). These findings can be used to help predict the evolution of HRM policies in Russian manufacturing subsidiaries of MNCs.     

Training Needs in Russian Industrial Companies: Assessment by CEOs

The article reports on the results of a recent survey of 740 Russian CEOs on their attitudes towards business education. It was found that the implied demand of Russian CEOs for managerial retraining is consistent, as retraining is seen as a remedy for current rather than fundamental problems in managerial efficiency, and it is insolvent as Russian companies currently are not ready for serious investment in human resources. In addition, there are low chances for dissemination of knowledge and skills within the company as Russian CEOs do not value coaching and mentoring. Some policy recommendations are provided.     

Current Strategic Actions of Russian Manufacturing Subsidiaries of Western Multinational Corporations

This article provides a critical analysis of the current strategic actions of Russian manufacturing subsidiaries of Western multinational corporations. The authors retraced the content of strategic actions in various aspects of subsidiary management implemented during 2015–16 and the activities of strategists of different ranks. The authors found that some actions that multinational corporations in Russia implemented during 2014–16 represent standard strategic practices during downturns. In contrast, other strategic practices (facilities expansion against negative market dynamics and reluctance to change the system of permanent job contracts and abundant employee social benefits) generally contradict with the textbook solution for company strategies during downturns.     

A dominant archetype of the HRM system in Russian industrial companies in post-recession times

Russian human resource management (HRM) practices remain durable even with the onslaught of economic change and exposure to global HRM practices and international competition. Based on survey results of 201 CEOs of domestic industrial companies located in central regions of Russia we identify the resilient archetype of Russian HRM system. Even companies that have achieved high levels of profitability or those that engage in innovations continue to practice retrograde HRM techniques left over from an earlier era. We are able to identify strategic misfits that are a direct result of the continuation of rigid HRM system that prevents the development of an organizational climate to support innovative or dynamic firms.     

Innovation Processes in the Russian Manufacturing Subsidiaries of Multinational Corporations: An Integrated View from Case Studies

The extant literature acknowledges the role of overseas subsidiaries in the growth and development of multinational companies (MNCs). Such subsidiaries are viewed as critical players in the innovation process at MNCs. This topic remains largely under-researched in the Russian context. This study aims to fill this gap by examining the dynamics of the innovation process in Russian-based subsidiaries of global MNCs. We present qualitative findings that indicate Russian subsidiaries are not only recipients of knowledge and technology developed elsewhere in the MNCs but are active developers of innovative products and solutions.     

Enterprise Adjustment

MOCT-MOST: Economic Policy in Transitional Economies -