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The paper examines a process of adapting a Norwegian cooperation model by the local industry in the Russian North. We found that the Russian way to build cooperation, far differently from the Norwegian practice, was characterized by intertwined personal and organizational ties, and by mixed political and business agendas. The empirical case was analyzed with help of a framework combining theories of social capital and Scandinavian institutionalism. On the base of this analysis, we challenge the established view of Russia as a country with low cooperation capacity and provide suggestions on how the Russian cooperation experience can be valuable in the West.

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